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Studies have shown transformational leadership practices lead to higher satisfaction with a leader among followers and greater leader effectiveness, while one transactional practice (contingent reward) leads to higher follower job satisfaction and leader job performance.
Transformational leadership behaviors include “core” transformational leadership behaviors, articulating a vision, providing an appropriate model, fostering the acceptance of group goals, maintaining high performance expectations, and fostering intellectual stimulation. Empirical evidence indicates positive and significant relationships ...
The TMLQ is composed of 50 items and is designed for adults who work in a team. It represents an extension of the definition of transformational leadership from the individual to the collective. The TMLQ measures team transformational leadership, team transactional leadership, team passive/avoidant behaviors, and team outcomes of leadership.
In contrast to the two above leadership styles, transformational leadership follows a different, more long-term oriented philosophy: Short-term, egotistic goals, are substituted by long-term, higher-ranked values and ideals. This paradigm change usually increases commitment, self-confidence, and employee satisfaction. [8]
Commonly studied antecedents of OCB are job satisfaction, perceptions of organizational justice, organizational commitment, personality characteristics, task characteristics, and leadership behavior. These antecedents have been analyzed at both the overall and individual OCB levels. One of the most intuitive antecedents of OCB is job satisfaction.
The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his or her ...
Transformational leadership can motivate employees by appealing to their ideals and moral values, which in turn leads to a more effective and meaningful work environment. Transformational leaders create shared organizational value through "inspirational communication, ongoing practices, setting meaningful goals and designating significant work."
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).