Transformational LeadershipTransformational Leadership, Second Edition is intended for both the scholars and serious students of leadership. It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory. It can be used as a supplementary textbook in an intense course on leadership--or as a primary text in a course or seminar focusing on transformational leadership. New in the Second Edition: *New, updated examples of leadership have been included to help illustrate the concepts, as well as show the broad range of transformational leadership in a variety of settings. *New chapters have been added focusing specifically on the measurement of transformational leadership and transformational leadership and effectiveness. *The discussion of both predicators and effects of transformational leadership is greatly expanded. *Much more emphasis is given to authentic vs. inauthentic transformational leadership. *Suggestions are made for guiding the future of research and applications of transformational leadership. *A greatly expanded reference list is included. |
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Contents
The Measurement of Transformational Leadership | |
Transformational Leadership and Performance | |
Contingencies of Transformational Leadership | |
Transformational Organizational Cultures | |
Implications of Transformational Leadership for Organizational Policies | |
The Development of Transformational Leadership | |
Predictors and Correlates of Transformational Leadership | |
Rank Status and Transformational Leadership | |
Substitutes for Transformational Leadership and Teams as Substitutes | |
References | |
Author Index | |
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active Adapted Associates Avolio Bass become behavior better challenge chapter charismatic leadership commitment completed components contingent reward correlated creative culture deal decision direction discussed effective efforts emerge emotional employees empowering empowerment enhance evidence example expectations experience factors feel followers Form goals greater higher idealized important included increase individualized consideration influence inspirational intellectual stimulation intelligence internal involved Journal laissez-faire leadership Leadership Quarterly less levels management-by-exception managers mean measures military motivation noted officers organization organizational outcomes participants performance positive problems Psychology Range ratings relationship reported responsibility role satisfaction scale scores sense shared situation social stress structure style subordinates success suggest supervisors Table task theory transactional leadership transformational and transactional transformational leaders transformational leadership understanding University values women York