Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies

By Fred Walumbwa, John J. Lawler. 2003

474 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7e2281ba3084eb61bb0b9f00ae947caf82cf2c20

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In Demography

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Citations in the corpus

Latin America Management Research: Review, Synthesis, and Extension (2011, background): “…satisfaction scales (Liu, Borg, & Spector, 2004), managers’ perceptions of employee motivation (DeVoe & Iyengar, 2004), and the influence of collectivism (Smith Speck & Roy, 2008; Walumbwa & Lawler, 2003) and cultural differences (Sturdy & Gabriel, 2000) on individual and organizational behavior.”
Measuring the learning organization culture, organizational commitment and job satisfaction in the Lebanese banking sector (2009, background): “This raises the question whether such innovative concepts that have been applied successfully in the West can be applied in different settings (Walumbwa and Lawler 2003 ).”
Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “Moreover, transformational leadership can have a causal effect on employees’ job performance, job satisfaction and organisational commitment (Bono and Judge, 2003; Bycio et al., 1995; Hater and Bass, 1988; Judge and Bono, 2000; Krishnan, 2005; Walumbwa and Lawler, 2003; Walumbwa et al., 2005).”
Evaluation of a Long-Term Transformational Leadership Development Program (2011, unknown): “…(DeGroot, Kiker, & Cross, 2000; Bass, 1999; Judge & Piccolo, 2004), organizational commitment (Lowe et al., 1996; Avolio, Zhu, Koh, & Bhatia, 2004; Bono & Judge, 2003; Dumdum, Lowe, & Avolio, 2002; Walumbwa & Lawler, 2003), and trust in the leader (Podsakoff, MacKenzie, & Bommer, 1996).”
Embracing transformational leadership: team values and the impact of leader behavior on team performance. (2007, unknown): “Several of these studies were conducted in non-Western societies (Den Hartog et al., 1999; Dvir & Shamir, 2003; Jung, Chow, & Wu, 2003; Lim & Ployhart, 2004; Shin & Zhou, 2003; Walumbwa & Lawler, 2003), which suggests that transformational leadership is effective in a variety of settings.”
Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors (2004, background): “Here, we have chosen to focus on work outcomes that are commonly seen as being influenced by leadership processes (Bass, 1990 and Yukl, 2002), including transformational leadership (Avolio, 1999, Bass, 1985, Bass & Avolio, 1994, Lowe et al., 1996 and Walumbwa & Lawler, 2003).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “Withdrawal Walumbwa and Lawler (2003), Walumbwa, Lawler, and Avolio (2007) 34 † T he A cdem y of M aagem en t A nals”
Organizational commitment—A missing link between leadership behavior and organizational performance? (2008, unknown): “…relationship with followers’ OC (Avolio, Zhu, Koh, & Bhatia, 2004; Barling, Weber, & Kelloway, 1996; Bono & Judge, 2003; Dubinsky, Yammarino, Jolson, & Spangler, 1995; Dumdum, Lowe, & Avolio, 2002; Lowe, Kroeck, & Negaraj, 1996; Walumbwa & Lawler, 2003; Walumbwa, Orwa, Wang, & Lawler, 2005).”
The relationship between leadership styles and organizational commitment in Malaysia: role of leader–member exchange (2010, background): “This is consistent with previous studies by Shamir et al. (1998) and Walumbwa and Lawler (2003), who elucidated that leaders who exhibit transformational leadership styles are more effective in achieving significantly higher commitment levels than transactional leaders.”
Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment § (2016, background): “There exists evidence that collectivistic culture orientations influence perceived transformational leadership and work-related outcomes (Walumbwa & Lawler, 2003).”
Transformational and passive avoidant leadership as determinants of absenteeism (2012, background): “In regard to a direct link, half the studies have found either a negative relationship (Richardson and Vandenberg, 2005; Walumbwa and Lawler, 2003; Zhu et al., 2005), while the other half have found no significant relationship (Gakovic, 2002; Walumbwa et al.”
Relationship between leadership behaviors and performance: The moderating role of a work team's level of age, gender, and cultural heterogeneity (2011, background): “With regard to culture and cultural values, it was found that the effectiveness for transformational leadership is somewhat greater in western countries than in non-western countries ( Walumbwa and Lawler, 2003”
Servant Versus Authentic Leadership (2017, background): “Collectivism emphasizes the importance of the group or organization’s interests at the expense of individual goals (Hofstede, 1980; Triandis, 1995; Walumbwa & Lawler, 2003), which motivates leaders to transcend their own self-interests to achieve group goals.”
Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement (2009, background): “There has also been additional research conducted that has focused on the individual level of analysis examining the moderating effects of individualism and collectivism on follower reactions to transformational leadership (e.g., Jung & Avolio, 1999; Pillai & Meindl, 1998; Walumbwa & Lawler, 2003).”