Personal epistemological beliefs and transformational leadership behaviours

Purpose - To review conceptual links between research on personal epistemological beliefs and leadership behaviours associated with the transformational-transactional leadership model.Design methodology approach - Transformational leaders act as facilitators of learning in organisations, and therefore their beliefs, cognitions and behaviours can be explored in the same manner as teachers in classroom settings. Research on both personal epistemological beliefs and the transformational-transactional leadership model is reviewed and key conceptual links are identified in the areas of underlying beliefs, metacognition and cognition, and implications for training.Findings - The literature review suggests that strong conceptual links exist between mature personal epistemology and beliefs and behaviours associated with transformational leadership. Similarly, conceptual links exist between less mature personal epistemology and beliefs and behaviours associated with transactional leadership.Research limitations implications - This is a conceptual paper that will require further empirical investigation. However, studies of the personal epistemology of leaders may provide insights into their behaviours and beliefs associated with transformational and transactional leadership.Practical implications - Research indicates that personal epistemology can be affected through appropriate interventions. Thus, training programmes designed to facilitate adoption of transformation leadership behaviours could be informed by such research.Originality value - This paper is original in its conceptualisations of beliefs potentially underpinning transformational leadership. It offers a new line of inquiry for further research into transformational leadership behaviours and ways that such behaviours can be influenced through metacognitive and cognitive interventions.