Elaborating the construct of transformational leadership: The role of affect

By Douglas J. Brown, Lisa M. Keeping. 2005

221 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/dc91a97c7e86d732fcc23b67b3115425e69e761c

How researchers see this paper

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

In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, methodology): “…the Bass leadership model, and the fact that these theories may not have received very strong psychometric scrutiny suggests that we need to pause and reflect about where the field should go to measurement (Brown & Keeping, 2005; Day, 2012; Hoffman & Lord, 2013), as we discuss next in more detail.”
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, background): “For example, affect is a critical component of charismatic/transformational leadership ratings (Bono & Ilies, 2006; Naidoo & Lord, 2008), with the rater’s liking of a target having relations to the dimensions underlying transformation leadership (Brown & Keeping, 2005).”
Contrasting the nature and effects of environmentally specific and general transformational leadership (2017, unknown): “, 2008), while liking of the leader was controlled as assessments of transformational leadership may be confounded by raters’ positive affect toward the confederate (Brown and Keeping, 2005).”
It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships. (2011, background): “1 Brown and Keeping (2005) demonstrated a strong correlation between scores on the MLQ and liking.”
The Impact of Leadership on Student Outcomes: An Analysis of the Differential Effects of Leadership Types (2008, background): “Brown and Keeping (2005) showed that subordinate ratings of transformational leadership are strongly influenced by the degree to which they “like” their leader.”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “As a further case in point, Brown and Keeping’s (2005) research suggest that ratings of charismatic –transformational leadership, at least those assessed with the MLQ, are highly reflective of liking for the leader. Of course, such high correlations could in principle also reflect highly effective l”
Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory (2020, background): “The concepts of transformational and transactional leadership are anchored in Burns (1978) work on political leadership.”