Transformational and Transactional Leadership in Virtual and Physical Environments

By Crystal L. Hoyt, J. Blascovich. 2003

208 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Human-Computer Interaction

View Paper: https://www.semanticscholar.org/paper/8f6880e6790e968dd3f06672f7d5bd5687699870

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Dirk van Dierendonck
2. E. W. Morrison
3. Amanda L. Christensen
4. Fred Walumbwa
5. Thomas A. O'Neill
6. Laura A. Hambley
7. Theresa J. B. Kline
8. Inge Nuijten

In Social Psychology

1. Fred Walumbwa
2. Thomas A. O'Neill
3. Dirk van Dierendonck
4. Laura A. Hambley
5. Theresa J. B. Kline
6. Inge Nuijten
7. E. W. Morrison
8. Fred Luthans

In Human-Computer Interaction

1. E. W. Morrison

Citations in the corpus

• Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice (2012, background): “This research has highlighted both the instrumental value of leadership (e.g., transactional leaders who clarify tasks; Hoyt & Blascovich, 2003; Bass, Avolio, Jung, & Berson, 2003) and the inspirational value of leadership (e.g., transformational leaders who communicate an inspiring vision; Bass et…”
• Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes (2007, background): “…matters, research focusing on the effectiveness of transactional and transformational leadership within the context of virtual teams is relatively scarce (for exceptions, see Hoyt & Blascovich, 2003; Sosik et al., 1998), though leadership style and technology are likely to interact in complex ways.”
• The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2010, background): “Transactional leadership is most likely found in well-ordered societies (Bass et al. 2003), and probably most effective when quantitative performance is required (Hoyt and Blascovich 2003).”