Transformational Leadership: Beyond Initiation and Consideration
Hierarchical regressions using the responses of 138 subordinates about 55 managers show that, as predicted, Bass' (1985b) transformational leader model adds to initiation and consideration in explaining the variance of subordinates' satisfaction and ratings of leader effectiveness. Further...
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| Veröffentlicht in: | Journal of management 1990-12, Vol.16 (4), p.693-703 |
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| container_title | Journal of management |
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| creator | Seltzer, Joseph Bass, Bernard M. |
| description | Hierarchical regressions using the responses of 138 subordinates about 55 managers show that, as predicted, Bass' (1985b) transformational leader model adds to initiation and consideration in explaining the variance of subordinates' satisfaction and ratings of leader effectiveness. Further analysis, using leader ratings by one subordinate and outcome ratings by a second subordinate, largely confirms this augmentation effect. There was disconfirmation for the effect on reported extra effort, suggesting that the relation of transformational leadership to subordinate's extra effort is a dyadic rather than a group effect. |
| doi_str_mv | 10.1177/014920639001600403 |
| format | Article |
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| fulltext | fulltext |
| identifier | ISSN: 0149-2063 |
| ispartof | Journal of management, 1990-12, Vol.16 (4), p.693-703 |
| issn | 0149-2063 1557-1211 |
| language | eng |
| recordid | cdi_proquest_journals_215257344 |
| source | SAGE Complete |
| subjects | Characteristics Leadership Organizational behavior Satisfaction Statistical analysis Subordinates |
| title | Transformational Leadership: Beyond Initiation and Consideration |
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