Structural Impacts on the Occurrence and Effectiveness of Transformational Leadership: An Empirical Study at the Organizational Level of Analysis

By Frank Walter, Heike Bruch. 2010

130 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ea9f03682824271130f0b21e5441a1efd6f56674

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance (2015, background): “…levels of analysis (Hill, Seo, Kang, & Taylor, 2012), as well as on recent studies on TFL climate's effects on positive organizational outcomes (Menges, Walter, Vogel, & Bruch, 2011; Walter & Bruch, 2010), to propose that such a climate would further enhance OIDS and, ultimately, firm performance.”
Is Transformational Leadership Healthy for Employees? A Multilevel Analysis in 16 Nations (2014, background): “With respect to transformational leadership, De Jong and Bruch (2013) and Walter and Bruch (2010) recently showed that climates of transformational leadership do exist in the sense of more or less shared leadership perceptions of employees.”
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, background): “For example, Walter and Bruch (2010) found that centralization constrained relationships between transformational leadership climate and organizational energy, whereas formalization practices enhanced these relationships.”
Has Agency Theory Run its Course?: Making the Theory More Flexible to Inform the Management of Reward Systems (2012, background): “So, Walter and Bruch (2010) argue that the positive relationship between transformational leadership and productive organizational energy is diminished under conditions of high centralization and size of the organizational structure.”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, methodology): “In line with the limited literature in this area (e.g., Walter & Bruch, 2010), the results demonstrated that TFL climate is a meaningful predictor of important organization-level outcome variables (i.e., organizations' positive affective climate and workforce performance).”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “Evidence for the importance of the leader emotional expressions in affecting organizationalwide behaviors is also noted by Walter and Bruch (2010) who found that transformational leadership processes can influence an organization’s productive organizational energy through emotional contagion…”