Predicting unit performance by assessing transformational and transactional leadership.

By B. Bass, Bruce J. Avolio, D. Jung, Yair Berson. Journal of Applied Psychology, 2003

3,239 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4236fa96544f71e429befb3b543265eeb8d26690

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Citations in the corpus

Collective psychological capital: Linking shared leadership, organizational commitment, and creativity (2018, background): “cluding transformational, transactional, and empowering leadership, and employee psychology and behavior (Bass et al., 2003; Wu and Chen, 2015).”
Psychological Ownership in Small Family-Owned Businesses: Leadership Style and Nonfamily-Employees’ Work Attitudes and Behaviors (2011, background): “Several studies and meta-analyses have provided evidence for the usefulness of the instrument as well as the concept of transformational leadership itself (Avolio, Bass, & Jung, 1999; Bass et al., 2003).”
The combined influence of top and middle management leadership styles on absorptive capacity (2012, background): “Such individuals would be exposed to leaders who are expected to shift from one behaviour type to another as they constantly juggle to align their behaviours to the changing context (Bass et al., 2003; Carmeli and Halevi, 2009).”
Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “Studies have shown that transactional contingent reward style has positively predicted unit performance (Bass et al., 2003), followers’ commitment, satisfaction and performance (Avolio et al.”
The Relationship Between School Administrators’ Leadership Styles, School Culture, and Organizational Image (2020, background): “Leadership is the ability to mobilize a group of people gathered for specific purposes to achieve organizational goals and objectives (Bass et al., 2003).”
The effects of transformational leadership on followers’ perceived work characteristics and psychological well-being: A longitudinal study (2008, background): “Through intellectual stimulation, the transformational leader may facilitate follower development by challenging their assumptions, thoughts, and imagination (Avolio et al., 2004; Bass et al., 2003).”
Commitment before and after: An evaluation and reconceptualization of organizational commitment (2007, background): “Bass, Avolio, Jung and Berson (2003) argued, for example, that transactional leadership can build a base level of trust in the leader, as he/she clarifies expectations and rewards and reliably executes what has been agreed upon (e.g., instrumental commitment).”
Transformational leadership and outcomes: role of relationship duration (2005, background): “Bass et al. (2003) found that the relationship of leadership to performance was partially mediated through the unit’s level of potency and cohesion.”
Measurement of Transformational Leadership and its Relationship with Team Cohesion and Performance Level (2009, background): “These variables include trust in the leaders (Barling, Weber, & Kelloway, 1996), intrinsic motivation (Charbonneau et al., 2001), and team cohesion (Bass et al., 2003).”
How transformational leadership predicts employees’ affective commitment and performance (2018, background): “…expectations based on a set of leadership attitudes and behaviors: motivate and appeal to subordinates' emotions, elicit respect from subordinates, support subordinates' unique developmental needs and stimulate subordinates' desire to learn and develop (Bass, 1998; Bass et al., 2003).”