Traditionality matters: An examination of the effectiveness of transformational leadership in the United States and Taiwan.

By Gretchen M. Spreitzer, Kimberly Hopkins Perttula, Katherine Xin. 2005

274 citations recorded by the source corpus.

This research examines how the effectiveness of transformational leadership may vary depending on the cultural values of an individual. We develop the logic for why the individual value of traditionality (emphasizing respect for hierarchy in relationships) moderates the relationship between six dimensions of transformational leadership and leadership effectiveness. The hypotheses are examined on leaders from Asia and North America. The results indicate support for the moderating effect of traditional values on the relationship between four dimensions of transformational leadership (appropriate role model, intellectual stimulation, high performance expectations, and articulating a vision) on leadership effectiveness. Copyright © 2005 John Wiley & Sons, Ltd.

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

View Paper: https://www.semanticscholar.org/paper/ca2d4b1aec6284330a8d551a8df6e9e32a654f34

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Citations in the corpus

Transformational leadership and job performance : a social identity perspective (2014, background): “Several recent empirical studies use the TLI to measure transformational leadership in Chinese samples (e.g., Schaubroeck et al., 2007; Spreitzer et al., 2005).”
Leadership and Organizational Citizenship Behavior: OCB-Specific Meanings as Mediators (2011, methodology): “This measure has been adopted in a number of empirical studies (e.g., Pillai and Williams 1998; Schaubroeck et al. 2007; Spreitzer et al. 2005).”
Assessing the spiritual leadership effectiveness: The contribution of follower's self-concept and preliminary tests for moderation of culture and managerial position (2013, background): ““Those with traditional values believe that conflicts with authority should be prevented even at the expense of less productive performance (Spreitzer et al., 2005, p. 210).””
Embracing transformational leadership: team values and the impact of leader behavior on team performance. (2007, background): “Several empirical studies have used this measure of transformational leadership (e.g., Pillai & Williams, 1998; Podsakoff et al., 1996; Podsakoff, Niehoff, MacKenzie, & Williams, 1993; Spreitzer, Perttula, & Xin, 2005 ).”
Cross-cultural organizational behavior. (2007, background): “…to expatriate management, a number of studies have demonstrated the usefulness of a problem-focused as compared with a symptom-focused coping, especially for those who hold lower power positions in the local unit or who work in culturally distant countries (Selmer 2002, Stahl & Caligiuri 2005).”
Entrepreneurial Orientation, Firm Performance, and the Moderating Role of Transformational Leadership Behaviors (2015, methodology): “Hypotheses 1a-f relate to the individual effects of transformational leadership behaviors without considering that the effect of one behavior may not be optimal in the absence of one or more of the other behaviors (Spreitzer et al., 2005).”
The impact of leadership style and employee empowerment on perceived organizational reputation (2013, result): “Strong evidence from prior empirical studies supports the reliability and validity of these scales (e.g. Podsakoff et al., 1990, 1996; Pillai and Williams, 1998; Spreitzer et al., 2005; Viator, 2001).”