The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework

By Robert P. Vecchio, Joseph E. Justin, C. Pearce. 2008

149 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8ad9bf10b6763962069d06e8498150162e343125

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Transformational leadership, leader support, and employee creativity (2011, background): “), satisfaction and performance ( Vecchio et al. , 2008”
Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research (2011, background): “Both Schriesheim, Castro, Zhou, and DeChurch (2006) and Vecchio, Justin, and Pearce (2008) found that contingent reward, the most important indicator of transactional leadership, was significantly related to individual follower performance after controlling for transformational leadership.”
The relative impact of complementary leader behaviors: Which matter most? (2012, background): “Studies that compare and contrast multiple leadership dimensions have tended to focus on dimensions within a particular theory (e.g., transformational vs. transactional leadership, Judge & Piccolo, 2004; Vecchio et al., 2008), rather than make comparisons between different models.”
CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age (2012, background): “Moreover, in view of their strengths in areas such as goalsetting and contingent reinforcement (Vecchio et al. 2008), transactional leadership may play an important role in determining whether a CEO high in social values is able to effectively implement diversity practices in an organization.”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “…Trust Identification Commitment Huges and Avey (2009) Job satisfaction Huges and Avey (2009), Vecchio, Justin, and Pearce (2008) Individual performance Vecchio et al. (2008) Individual creativity Jaussi and Dionne (2003) (ns.) Negative affect Self-esteem De Cremer (2006) A C riticalA ssessm ent…”
Transformational leadership and job satisfaction: the moderating effect of contingent reward (2018, methodology): “Vecchio et al. (2008) also found support for both the augmentation and interaction effect on performance.”
How transformational leadership predicts employees’ affective commitment and performance (2018, background): “When employees perceive that an organization cares about their wellbeing and values their contributions (Gould-Williams, 2007; Vermeeren et al., 2011) and transformational leaders provide the necessary support to subordinates while attending to subordinates' unique developmental needs (Bass, 1998), ”