EFFECTS OF TRANSFORMATIONAL LEADERSHIP ON SUBORDINATE MOTIVATION, EMPOWERING NORMS, AND ORGANIZATIONAL PRODUCTIVITY

By R. Masi, R. Cooke. 2000

288 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4a53f61261d234669ed40110842925446bc21d1f

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Citations in the corpus

Meta-analysis of transformational school leadership effects on school outcomes in Taiwan and the USA (2007, background): “Similarly, in his research, Masi (2000) contended that there is a significant relationship between transformational leadership and motivation, together with the negative relationships between transactional leadership and both commitment to quality and organizational productivity.”
Relationship of Emotional Intelligence with Transformational Leadership and Organizational Citizenship Behavior (2007, background): “Masi and Cooke (2000) have found that transformational behaviors on the part of leaders promote empowering cultural norms, high levels of subordinate motivation, commitment to quality, and enhanced productivity.”
DEVELOPMENTAL COACHING FOR HIGH SCHOOL TEACHERS: EXECUTIVE COACHING GOES TO SCHOOL (2010, background): “Construct validity of the LSI is good, with a number of empirical studies supporting the presence of the three underlying dimensions (e.g., Cooke & Rousseau, 1983; Masi, 2000; Ware, Leak, & Perry, 1985).”
Service before Self: Towards a Theory of Servant-Leadership (2004, background): “Leadership can produce cultural change or simply reinforce existing norms (Masi, 2000).”
Impact of Transactional Leadership and Transformational Leadership on Employee Performance: A Case of FMCG Industry of Pakistan (2018, background): “Several researchers are of the opinion that transformational leadership style has little impact on performance as compared to transactional leadership style (Masi & Cooke, 2000; Sparks & Schenk, 2001; Deluga, 1992; Medley & Larochelle, 1995; Afolabi, Obude, Okediji & Ezeh, 2008).”
The role of work motivation as a mediator on the influence of education-training and leadership style on employee performance (2020, background): “…leadership theory explains that leaders as agents of change are able to produce performance beyond expectations by assigning challenging tasks to direct and motivate themselves and others to achieve higher levels of performance (Bass, Avolio, Jung, & Berson, 2003; Masi & Cooke, 2000).”
The relationship between personality and transformational leadership (2006, background): “Research has indicated that, for example, higher productivity, lower employee turnover rates, higher job satisfaction and motivation are due to transformational leadership more than transactional leadership or nontransformational leadership (Clover, 1990; Deluga, 1992; Marshall et al., 1992; Masi an”
Emotional intelligence, moral reasoning and transformational leadership (2002, background): “In addition, a positive relationship has also been found between transformational leadership and subordinate motivation (Masi and Cooke, 2000).”
Leadership effects on innovation propensity: A two-factor full range leadership model (2013, background): “In contrast, transactional leaders focus onmanagingmistakes, have lower performance expectations anddo not empower their employees (Masi & Cooke, 2000).”