Explaining the effects of transformational leadership: an investigation of the effects of higher-order motives in multilevel marketing organizations

By J. Sparks, J. Schenk. 2001

286 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/606e8ce5b83a65b4de2814ee220e091d866e0f8c

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Citations in the corpus

Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “Transformational leadership, in particular, enables followers to view their work as more meaningful (Piccolo & Colquitt, 2006; Purvanova et al., 2006; Sparks & Schenk, 2001).”
Does Meaningful Work Explains the Relationship Between Transformational Leadership and Innovative Work Behaviour? (2019, background): “In their empirical study of multilevel marketing organizations, Sparks and Schenk (2001) have demanded further investigation of higher order needs like meaningful work as a mediator affecting the relationship between transformational leadership and job-related outcomes.”
Measuring Meaningful Work (2012, background): “…(Ashforth, 2001; Pratt, 2000 ; Shamir, 1991) and one’s work environment (e.g., Pratt & Ashforth, 2003; Weick, 1995; Weick, Sutcliffe, & Obstfeld, 2005; Wrzesniewski, Dutton, & Debebe, 2003); and finding a sense of purpose in one’s work (e.g., Haslam, Powell, & Turner, 2000; Sparks & Schenk, 2001).”
Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers (2011, background): “As discussed in the introduction, there is empirical support for workplace spirituality mediating the effects of leadership on employee outcomes (Sparks and Schenk 2001; Fry et al. 2005; McKee 2005; Fry and Matherly 2006; Fry and Slocum 2008), but there is as yet limited evidence of linkages with…”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, unknown): “Theory(Podolny, Khurana,&Hill-Popper,2005)andevidence(Arnold, Turner, Barling, Kelloway, & McKee, 2007; Sparks & Schenk, 2001) suggest that transformational leaders connect followers to a higher purpose and inspire fol-lowers to allocate time to meaningful work activities.”
Transformational and Transactional Leadership in Virtual and Physical Environments (2003, background): “Whereas preliminary field research reveals a positive relationship between transformational leadership behaviors and unit cohesion (Sparks & Schenk, 2001), the relative effectiveness of transformational and transactional leadership in terms of group cohesiveness has not been experimentally examined.”
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, background): “…the role they play in the organization’s success, explanations are framed in an inspired and idealized way, influencing employees to view their work as more meaningful and impactful (Bono & Judge, 2003; Piccolo & Colquitt, 2006; Purvanova, Bono, & Dzieweczynski, 2006; Sparks & Schenk, 2001).”
Transformational and passive avoidant leadership as determinants of absenteeism (2012, background): “Furthermore, the transformational leader is thought to alter the values, preferences, and aspirations of subordinates, elevating them to higher-order needs and by doing so increase their satisfaction in their work (Podsakoff et al., 1996; Sparks and Schenk, 2001; Yukl, 1999).”