Transformational and Charismatic Leadership: The Road Ahead

By Bruce J. Avolio, Francis J. Yammarino. 2002

591 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ef04bdaee45466aa262fe5a3e614b185baee37bc

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Citations in the corpus

Evaluation of and support for group prototypical leaders: a meta-analysis of twenty years of empirical research (2017, background): “…1995; Hollander, 1958; House, 1971), and leaders need to have the appropriate personality attributes and adopt the appropriate behavioral styles to be able to transform groups and organizations (Avolio & Yammarino, 2003; Berson, Dan, & Yammarino, 2006; Judge, Bono, Ilies, & Gerhardt, 2002).”
Daily transactional and transformational leadership and daily employee engagement (2014, background): “Transformational leaders contribute to employees’ intrinsic motivation, because they provide a meaningful rationale for their followers’ work (Avolio & Yammarino, 2002).”
Measurement of Transformational Leadership and its Relationship with Team Cohesion and Performance Level (2009, methodology): “Although the MLQ5-X is the most popular tool for measuring transformational leadership (Avolio & Yammarino, 2002), it is not without its critics.”
The relative impact of complementary leader behaviors: Which matter most? (2012, result): “Finally, the results of the present study have implications for the current discussion about the veracity of a “full range leadership theory” (Avolio & Yammarino, 2002).”
Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis (2009, background): “Identification and internalization as influence processes (Kelman, 1958) and bases of commitment to leader (Becker, 1992) are readily applicable to a charismatic relationship (Conger & Kanungo,1998; Shamir et al.”