Transformational leadership, 2nd ed.

By B. Bass, R. Riggio. 2006

1,690 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/acf4c3068d34457ba6e9b5c1174545c738dec173

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Citations in the corpus

Creating individual and organizational readiness for change: conceptualization of system readiness for change in school education (2020, background): “Bass and Riggio (2006) posit that ‘transformational leadership is, at its core, about issues around the processes of transformation and change’ (p. 225).”
Tall claims?: Sense and nonsense about the importance of height of US presidents (2013, background): “Thus, biological traits, such as height, deserve a more prominent role in leadership theories (Bass, 2008; Bass & Riggio, 2006; Murray & Schmitz, 2011).”
The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors ☆ ☆☆ (2014, methodology): “Like others (Judge, LePine, & Rich, 2006; Liu, Zhu, & Yang, 2010), we used a shortened eight-item version of the Multifactor Leadership Questionnaire (MLQ; Bass & Avolio, 1990). Subordinates indicated how often their leaders engaged in eight transformational leadership behaviors over the past month,”
Greening organizations through leaders' influence on employees' pro-environmental behaviors (2013, background): “(2012) DOI: 10.1002/job leadership includes four behaviors: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1998; Bass & Riggio, 2006), each of which can be applied to influencing environmental sustainability within organizations.”
Transformational and passive avoidant leadership as determinants of absenteeism (2012, background): “In neither case does the passive avoidant leader provide any positive feedback nor is the employee ever really empowered to be an autonomous decision maker (Bass, 2008; Bass and Riggio, 2006).”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “…job design as a moderator of transformational leadership effects, complementing previously studied contingencies such as environmental uncertainty, cultural values, social and physical distance, and follower characteristics (for reviews, see Bass & Riggio, 2006; Avolio, Walumbwa, & Weber, 2009).”
Are leaders' well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010, background): “…to subordinates’ work; intellectual stimulation the leader encourages subordinates to be creative and approach problems in news ways; and finally, individualized consideration the leader pays attention to the individual subordinate’s needs and provides coaching and mentoring (Bass & Riggio, 2006).”
Leadership and Fulfillment of the Three Basic Psychological Needs at Work. (2011, background): “Especially leadership involving inspiration, support, positive role modeling, and empowerment has been hypothesized to be related to need satisfaction (Bass and Riggio, 2006).”
Cognitive diversity and team creativity: Effects of team intrinsic motivation and transformational leadership (2016, background): “In addition, by extending individual intrinsic motivation to the team level, our study echoes the argument of Chen and Kanfer (2006) that research on teammotivation may be advanced by generalizing individual-level motivation theories to the team level.”
Transformational leadership, work engagement, and occupational success (2012, methodology): “Based on the most common conceptualization of transformational leadership (Bass, 1998), we assessed transformational leadership using the Multifactor Leadership Questionnaire (MLQ 5x, Bass and Avolio, 1995; Bass and Riggio, 2006; Felfe, 2006).”
Facilitating team learning through transformational leadership (2013, background): “Although our findings support Bass and Avolio’s idea that laissez-faire leadership is not necessarily always detrimental (1993 in Vigoda-Gadot 2007; Bass and Riggio 2006), and active leadership might not always be necessary or even desirable (Den Hartog et al.”
Is Transformational Leadership Universal? A Meta-Analytical Investigation of Multifactor Leadership Questionnaire Means Across Cultures (2011, background): “Transformational leadership has captured the imagination of scholars and managers, with evidence showing that it is universally the most desired (Den Hartog, House, Hanges, Ruiz-Quintanilla, & Dorfman, 1999) and most effective (Bass, 1997, Bass & Riggio, 2006) style of leadership.”
Transformational leadership and psychological well-being: the mediating role of meaningful work. (2007, background): “Transformational leaders go beyond exchange relationships and motivate others to achieve more that they thought was possible (Bass, 1998, Bass & Riggio, 2006).”