Instrumental leadership: Measurement and extension of transformational–transactional leadership theory

By John Antonakis, R. House. 2014

425 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ad02051d3bb1ed19663ebb7f78e97dccdf925dac

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Self-reliance: A Gender Perspective on its Relationship to Communality and Leadership Evaluations (2017, background): “People believe that good leaders are independent of others’ influence, set their own course of action, and are not dependent on others for guidance and direction (Antonakis & House, 2014; Epitropaki & Martin, 2004; Lord et al., 1984).”
A double-edged sword: Relationship between full-range leadership behaviors and followers' hair cortisol level (2016, background): “Extending the focus of leadership behaviors is important to attenuate omitted variable bias and to provide an accurate estimate of the relationship between leader behaviors and followers' stress levels (Antonakis, Bendahan, Jacquart, & Lalive, 2010; Antonakis & House, 2014).”
Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries (2017, background): “Transactional leadership is focused on close monitoring of subordinates against specific performance criteria in which goals accomplished are rewarded and performance deficiencies are punished (Antonakis & House, 2014).”
Leadership Process Models: A Review and Synthesis (2017, background): “Empowerment climate, for instance, might also result from instrumental leadership such that leaders organize work in a way that facilitates team performance or from some aspects of transformational leadership (Antonakis & House, 2014).”
Careless responding in questionnaire measures: Detection, impact, and remedies (2020, background): “However, the homogeneity of the current samples also has its strengths, such that the misfit of factor models, for instance, may not be attributed to omitted contextual factors (see Antonakis & House, 2014).”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “Instrumental leadership (Antonakis and House, 2014; Rowold et al., 2017), on the contrary, may influence employee engagement more through the material pathway, that is, through fostering work resources.”
Transformational leadership sub-dimensions and their link to leaders' personality and performance (2015, methodology): “…TFLa .10 .40 .43 − .15 .02 .55 II .05 .42 .43 − .10 .02 .57 IM .16 .41 .32 − .13 .04 .58 IS .24 .18 .40 − .21 − .13 .58 IC .02 .06 .33 − .15 − .06 .44 Pf .16 .10 .16 .12 .29 – Antonakis and House (2014) 171 Business TFLa − .04 .11 .09 .20 .03 – II − .05 .07 .08 .22 .08 – IM − .08 .23 .12 .17 .00 –”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “…recent empirical research suggests that transformational leadership and other leadership styles constructs should include not only interpersonal and motivational dimensions, but also instrumental dimensions linked to environmental scanning and strategy formulation (e.g. Antonakis & House, 2014).”
Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory (2020, background): “Our findings are limited to the more traditional conceptualization of the MLQ. Fourth, data were restricted to automobile dealership enterprises, and the sample size was not large, which further limited generalizability.”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, positive): “It remains to be seen whether future research using the newly developed measure of instrumental leadership (Antonakis and House 2014) – which is conceptually very similar to pragmatic leadership – will support its distinction from measures of existing styles.”