Personality and transformational and transactional leadership: a meta-analysis.

By J. Bono, T. Judge. Journal of Applied Psychology, 2004

1,602 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/5550fba0dc3f7845f2b1abed88248e20a45f8d5e

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Citations in the corpus

The five-factor model of personality traits and organizational citizenship behaviors: a meta-analysis. (2011, neutral): “Previous cumulative research has also found—in a leadership context—that Openness covaries with dynamic and change-oriented (e.g., idealized influence, inspirational motivation; Bono & Judge, 2004) rather than with maintenance-oriented (e.g., individualized consideration) leader behaviors.”
Transformational leadership and leader moral orientation: Contrasting an ethic of justice and an ethic of care (2010, background): “First, because prior research (e.g., Bono & Judge, 2004) has shown consistent relations between transformational and transactional leadership, we controlled for transactional leadership when transformational leadership was the outcome, and vice versa.”
Entrepreneurial leadership of CEOs and employees’ innovative behavior in high-technology new ventures (2020, background): “…modeling pathways specified by social cognitive theory, growing research has argued that leaders foster employees’ creative self-efficacy through the provision of support, encouragement and role modeling (e.g., Bono & Judge, 2004; Y. Chen et al., 2014; Herrmann & Felfe, 2014; Reuvers et al., 2008).”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, background): “…possible ways to achieve this, including leader selection and retention based on adequate personality characteristics (e.g., high extraversion; Bono & Judge, 2004), systematic leadership development efforts (Day, 2001), top managerial role modeling (Bass et al., 1987), and the establishment…”
Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance (2012, background): “Another meta-analysis specifically on the five factors and transformational leadership (Bono & Judge, 2004) observed positive correlations for extraversion (0.24), conscientiousness (0.13), openness (0.15) and agreeableness (0.14), and a negative correlation for neuroticism (−0.17).”
Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization (2013, background): “Extant research suggests that leader personality affects the outcomes leaders achieve (Bono & Judge, 2004; Judge, Bono, Ilies, & Gerhardt, 2002), but we know little about the traits linked to servant leadership and its outcomes.”
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “Similarly, Bono and Judge (2004) found that extraversion was the best personality predictor of transformational leadership.”
Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis (2010, methodology): “To address the issues raised in prior research and the current debate, this study will use a meta-analytic approach to establish whether or not EI is related to transformational and transactional leadership behaviors and under what circumstances.”
Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination (2020, background): “Environmental and personal characteristics are systematically related to leader well-being, as well as their leadership (e.g. Alarcon, 2011; Bono & Judge, 2004).”
Searching for Outcomes of Leadership: A 25-Year Review (2011, neutral): “…1950), and quantitative meta-analyses have examined predictors, correlates, and outcomes of various aspects and subsets of leadership (e.g., Bono & Judge, 2004; Gerstner & Day, 1997; Ilies, Nahrgang, & Morgeson, 2007; Judge, Bono, Ilies, & Gerhardt, 2002; Judge & Piccolo, 2004; Judge,…”
Charisma: An Ill-Defined and Ill-Measured Gift (2016, background): “Some pointers are provided in Bono and Judge (2004) with respect to personality.”
Leadership effects on innovation propensity: A two-factor full range leadership model (2013, background): “Bono and Judge (2004) report that the transactional style impedes creativity and can negatively influence employee job satisfaction.”