Transformational and transactional leadership: a meta-analytic test of their relative validity.

By T. Judge, Ronald F. Piccolo. Journal of Applied Psychology, 2004

4,394 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4729f751470f718526cfc27a53e7a221a02afe81

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Citations in the corpus

Defeating the Toxic Boss: The Nature of Toxic Leadership and the Role of Followers (2020, background): “Toxic leaders influence others not to reach goals (constructive or destructive; Krasikova et al., 2013; Yukl, 2008), form relationships (Graen & Uhl-Bien, 1995), or enable positive performance (Judge & Piccolo, 2004).”
Transforming with levity: humor, leadership, and follower attitudes (2009, positive): “Consistent with prior research, the aggregate of transformational leadership was used to test hypotheses rather than individual dimensions (see also Bono and Judge, 2003; Judge and Piccolo, 2004; Liao and Chuang, 2007; Piccolo and Colquitt, 2006; Schaubroeck et al., 2007).”
Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research (2011, methodology): “The effect sizes on performance reported in this study are generally smaller than those on follower attitudinal and motivational outcomes reported in previous meta-analyses (e.g., DeGroot et al., 2000; Dumdum, Low, & Avolio, 2002; Fuller, Patterson, Hester, & Stringer, 1996; Judge & Piccolo, 2004).”
The role of work motivation as a mediator on the influence of education-training and leadership style on employee performance (2020, background): “The meta-analysis of Judge and Piccolo (2004) reports that leadership styles are positively correlated with group and organizational performance.”
Dispersion-Composition Models in Multilevel Research (2011, background): “In general, management-by-exception is the degree to which a leader ‘‘takes corrective action on the basis of results of leader–follower interactions’’ (Judge & Piccolo, 2004, p. 755).”
Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity (2016, background): “Scholars view that leaders should be interactive, supportive, and dynamic to acknowledge the efforts of the employees and their achievements by rewarding them (Harms & Credé, 2010; Judge & Piccolo, 2004).”
Echoes of our upbringing: How growing up wealthy or poor relates to narcissism, leader behavior, and leader effectiveness (2016, neutral): “…and found these links (Brown&Treviño, 2006;DeRueet al., 2011; Holtz & Harold, 2013; Judge, LePine, & Rich, 2006; Judge, Piccolo, & Ilies, 2004; Judge & Piccolo, 2004; Lambert, Tepper, Carr, Holt, & Barelka, 2012; LePine, Erez, & Johnson, 2002; Piccolo & Colquitt, 2006), we briefly describe…”
HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS (2008, background): “Kark and Shamir (2002) argued that the influence of transformational leaders is based on their success in connecting followers’ self-concept or identity to the mission of their unit or organization so they become selfexpressive or what Bass (1988, p. 50) referred to as “an absolute emotional and cog”
Leadership styles and organizational commitment: literature review (2016, background): “It is one of the approaches that have attracted the attention of many researchers (Northouse, 2007) and has been the most influential leadership theory of the last two decades ( Judge and Piccolo, 2004).”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, background): “Because laissez-faire leaders avoid exercising leadership functions, they avoid making decisions, hesitate in taking actions, and are absent when needed (Judge & Piccolo, 2004).”
Culturally‐linked leadership styles (2010, background): “Introduction Are leadership styles culturally-linked? What do leaders do to be effective in their cultures? Why is culture “the software of the mind?” While many leadership styles, attributes, traits and philosophies account for the extensive literature surrounding leadership (House et al., 2004; Ho”
Enhancing the Effectiveness of Work Groups and Teams (2006, background): “As Judge and Piccolo (2004) point out, the Lowe et al. meta-analysis was conducted when there was more reliance on self-report measures of leader effectiveness by subordinates who also provided measures of leadership behavior, thereby inflating the relationship. In one of the few studies looking spe”