Transformational Leadership: Industrial, Military, and Educational ImpactThe culmination of a long-standing research effort by the author, this book provides the reader with a portion of the research and development that has been completed about transformational leadership. In less than 20 years, the subject has caught the attention of scholars, students, and practicing leaders. Although the book draws heavily from military research, findings in business organizations, educational institutions, government agencies, and hospitals are not ignored because the principles of transformational leadership have considerable generality. Situational differences are discussed and a general model of transformational and transactional leadership describing the consequences is presented. In a nutshell, the author shows that transformational leadership is more effective and satisfying than constructive transactions, and constructive transactions are more effective and satisfying than corrective ones. Passive leadership is least effective and satisfying. Leaders use all these approaches but some do more than others in how they lead. Better leaders are transformational more frequently; less adequate leaders concentrate on correction and passivity.
|
Contents
Commitment Involvement Loyalty and Performance | 18 |
Stress and TransactionalTransformational Leadership | 28 |
Contingencies of Transformational and Transactional | 48 |
Copyright | |
7 other sections not shown