Transformational Leadership in Work Groups

By D. Jung, John J. Sosik. 2002

456 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b01fa393802c697ff07bb111de7eb67ccb864326

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In Leadership and Management

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Transformational vs. Transactional Leadership Theories: Evidence in Literature (2013, background): “The concept of transformational leadership was introduced by James Macgregor Burns in 1978 in his descriptive research on political leaders, but its usage has spread into organisational psychology and management with further modifications by B.M Bass and J.B Avalio (Jung & Sosik, 2002).”
Self-interest and knowledge-sharing intentions: the impacts of transformational leadership climate and HR practices (2013, background): “1993 ); thus, these employees are more likely to develop a sense of group cohesiveness (Jung and Sosik 2002 ).”
The effects of transformational leadership on followers’ perceived work characteristics and psychological well-being: A longitudinal study (2008, background): “Psychological empowerment (Avolio, Zhu, Koh, & Bhatia, 2004; Jung & Sosik, 2002), trust and value congruence (Jung & Avolio, 2000), cohesiveness and collective efficacy (Jung & Sosik, 2002), and goal clarity and support for creative thinking (Nemanich & Keller, 2007) have all been found to mediate…”
Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance (2016, background): “Transformational leaders provide inspiration to their employees, increase the meaningfulness of work, enhance group cohesion, and instill trust in their employees (e.g., Arnold, Turner, Barling, Kelloway, & McKee, 2007; Dirks & Ferrin, 2002; Jung & Sosik, 2002).”
Self-Efficacy and Resilience: Mediating Mechanisms in the Relationship Between the Transformational Leadership Dimensions and Well-Being (2019, background): “Although empirical studies have consistently linked overall TL to enhanced self-efficacy (Jung & Sosik, 2002; Munir & Nielsen, 2009; Nielsen et al., 2009), they have rarely taken the differences between the TL dimensions into account.”
Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “1) between variables collected at the same time were based on different sources (Jung & Sosik, 2002; Riggs & Knight, 1994; Sosik, Avolio, & Jung, 2002).”
Charismatic leadership, change and innovation in an R&D organization (2009, background): “has a positive effect on innovation, team performance and project success (Jung and Sosik, 2002).”
Trickle Effects of Cross-Sector Social Partnerships (2010, background): “…leadership triggers the creation of a “(s)hared vision and strong group identity”, increasing the degree of “collective identification” (Jung and Sosik, 2002, p. 318), which may even cause trickle-round effects within and between organizations (cf. intra- and interorganizational…”