Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Role of Transformational Leaders as Change Agents: Leveraging Effects on Organizational Climate


Affiliations
1 OB & HR, Dept. of Management., SNDT Women’s University, Mumbai, India
2 Organizational Behaviour/HR, Institute of Management Technology, Hyderabad, India
     

   Subscribe/Renew Journal


The present study examines the transformational role of leaders that impacts organizational climate with a view to draw on the deeper influences it carries on the culture of the organization. One hundred and thirty-nine participants took part in the study, answering Transformational Leadership Style and Organizational Climate Questionnaires. Leadership Style data earlier subjected to Principal Axis Factoring Technique with varimax rotation procedure yielding 6 factors were related to 5 organizational climate factors obtained in the present study. The findings revealed unequivocal influence of transformational leadership styles over organizational climate dimensions suggesting theoretically a manoeuvring capability of organizational climate with its backward influence over transformational leadership behaviour. Perhaps a more sophisticated design of research is needed to confirm latter's backward influence over organizational leaders' transformational role.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Aarons, G. A. & Sawitzky, A. C. (2006), “Organizational Culture and Climate and Mental Health Provider Attitudes toward Evidence- based Practice”, Psychological Services, 3(1): 61–72.

  • Ardichvili, A. & Gasparishvili, A. (2001), “Leadership Profiles of Managers in Post-communist Countries: A Comparative Study”, Leadership & Organization Development Journal, 22(2): 62-69

  • Ashforth, B.E. (1985), “Climate Formation: Issues and Extensions”, Academy of Management Review,10: 387-847

  • Bass, B. M. (1997), “Does the Transactional- Transformational Leadership Paradigm Transcend Organizational and National Boundaries”? American Psychologist, 52(2):130-139.

  • Bass, B.M. & Avolio, B.J. (1989), Manual for the Multifactor Questionnaire, Palo Alto Ca. Consulting Psychologist Press. Bass, B.M. (1985), Leadership and Performance beyond Expectations New York, Free Press.

  • Brown, Shona L.& Kathleen M. Eisenhardt (1997), “The Art of Continuous Change: Linking Complexity Theory and Timepaced Evolution in Relentlessly Shifting Organizations”, Administrative Science Quarterly.

  • Bryman, A. (1992), Charisma and Leadership in Organizations, London, Sage

  • Burns, J.M. (1978), Leadership, New York, Harper and Row.

  • Carmazzi, A. & Aarons, G. A. (2003), “Organizational Culture and Attitudes toward Adoption of Evidence-based Practice”, Paper presented at the NASMHPD Research Institute’s 2003 Conference on State Mental Health Agency Services Research, Program Evaluation, and Policy, Baltimore, MD.

  • Dess, G. & Picken, J. (2000), “Changing roles: Leadership in the 21st Century”, Organizational Dynamics, 28 (3):18-34.

  • Eisenbach, R., Watson, K. & Pillai, R. (1999), “Transformational Leadership in the Context of Organizational Change”, Journal of Organizational Change Management, 12(2): 80-88

  • Elving, W.J. (2005), “The Role of Communication in Organizational Change”, Corporate Communications: An International Journal, 10: 129-38.

  • Forehand, G. A. & Gilmer, B. (1964), “Environmental Variation in Studies of Organizational Behaviour”, Psychological Bulletin, 62(6): 361-82.

  • Furnham, A. & B. Gunter (1993), Corporate Assessment, London, Routledge.

  • Gellis, Z.D. (2001), “Social Work Perceptions of Transformational and Transactional Leadership in Health Care”, Social Work Research, 25 (1): 17-25.

  • Glisson C. & James L.R. (2002), “The Crosslevel Effects of Culture and Climate in Human Service Teams”, Journal of Organizational Behaviour. 23:767–94.

  • Greenberg, J., Baron, R.A., Sales, C.A.& Owens, F.A. (2000), Behaviour in Organizations, Canada, Pearson Education Inc. Hackman, M. & Johnson, C. (1991), Leadership. Waveland Press.

  • Horwitz, P. & Neville, M. (1996), “Organizational Design for Service Excellence: A Review of Literature”, Human Resource Management, 35(4):471-92.

  • Howell, J. M. & Frost, P. J. (1989), “A Laboratory Study of Charismatic Leadership”, Organizational Behaviour and Human Decision Process, 43: 243-69.

  • James, L. R., & Sells, S. B. (1981), “Psychological Climate: Theoretical perspectives and Empirical Research”, in D. Magnusson (Ed.), Toward a Psychology of Situations: An Interactional Perspective:(275–450).

  • Hillsdale, NJ: Lawrence Erlbaum Associates. James, L. R., Joyce, W. F. & Slocum, J. W., Jr. (1988), “Comment: Organizations Do Not Cognize”, Academy of Management Review, 13(1): 129-32.

  • Johnston, H. R. (1976), “A New Conceptualization of Source of Organizational Climate”, Administrative Science Quarterly, 21: 95-103

  • Johns G. & Saks, A.M. (2001), Organizational Behaviour: Understanding and Managing Life at Work, Toronto, Addition Wesley Longman.

  • Jung, D.I. & Avolio, B.J. (1999), “Effects of Leadership Style and Followers’ Cultural Orientation on Performance in Groups and Individual Task Conditions”, Academy of Management Journal, 47(2): 208-18

  • Kelly, M.L. (2003), “Academic Advisers as Transformational Leaders”, The Mentor, http://www.psu.deu/dus/ mentor/ 030101mk.htm./

  • Kirkpatrick, S. & Locke, E. (1996), “Direct and Indirect Effects of Three Core Charismatic Leadership Components on Performance and Attitudes”, Journal of Applied Psychology, 81(1): 36-51.

  • Lapp, J. (1999), “New Models of Leadership”, Executive Excellence, 16 (6): 20-21.

  • Litwin, G.H. & Stringer, R.A. (1968), Motivation and Organizational Climate, Cambridge: Harvard University Press

  • Moran, E.T. & Volkwein, J.F. (1992), “The Cultural Approach to the Formation of Organizational Climate”, Human Relations, 45(1):19-47.

  • Organ, D. W. (1988), Organizational Citizenship Behaviour: The Good Soldier Syndrome. Lexington MA, England: Lexington Books/ DC Heath and Com.

  • Pandey, M. (1992), Managing Superior Subordinate Conflict: Strategies and Some Correlates, Unpublished Doctoral Dissertation, Indian Institute of Technology Kanpur.

  • Parry, K. (2000), “Does Leadership Help the Bottom Line”? New Zealand Management; 47 (3): 38-41.

  • Phelan, D. (2005), “Crossing the Generations: Learning to Lead across the Leadership Life Cycle”, Community College Journal of Research and Practice. 29(9/10): 783-92.

  • Powell, G.N.& Butterfield, D.A. (1978), “The Case for Subsystem Climates in Organizations”, Academy of Management Review, 3: 151-57.

  • Pritchard, R. D. & Karasick, B. W. (1973), “The Effects of Organizational Climate on Managerial Job Performance and Job Satisfaction”, Organizational Behaviour and Human Decision Processes, 9(1): 126–146

  • Sayeed, O.B & Shanker, M. (2009), “Emotionally Intelligent Managers and Transformational Leadership”, Indian Journal of Industrial Relations, 44 (4),

  • Singh, P. & Bhandarker, A. (1990), Corporate Success and Transformational Leadership. New Delhi: Wiley Eastern.

  • Sinha, J.B.P. (1980), Nurturant Task Leadership, New Delhi: Concept.

  • Steers, R. & Braunstein, D. (1976), “A Behaviourally Based Measure of Manifest Needs in Work Settings”, Journal of Vocational Behaviour, 9: 251-66.

  • Stone, A. G., Russell, R.F.& Patterson, K. (2003), “Transformational versus Servant Leadership – a Difference in Leader Focus. Servant Leadership Roundtable”, October 2003. http://www.regentedu/acad/cIs/ 2003servantIeadershiproundtabIe/ stone.pdf

  • YukI, G A. (2002), Leadership in Organizations, (5th ed.), Upper Saddle River, NJ, Prentice Hall.


Abstract Views: 544

PDF Views: 0




  • Role of Transformational Leaders as Change Agents: Leveraging Effects on Organizational Climate

Abstract Views: 544  |  PDF Views: 0

Authors

Meera Shanker
OB & HR, Dept. of Management., SNDT Women’s University, Mumbai, India
Omer Bin Sayeed
Organizational Behaviour/HR, Institute of Management Technology, Hyderabad, India

Abstract


The present study examines the transformational role of leaders that impacts organizational climate with a view to draw on the deeper influences it carries on the culture of the organization. One hundred and thirty-nine participants took part in the study, answering Transformational Leadership Style and Organizational Climate Questionnaires. Leadership Style data earlier subjected to Principal Axis Factoring Technique with varimax rotation procedure yielding 6 factors were related to 5 organizational climate factors obtained in the present study. The findings revealed unequivocal influence of transformational leadership styles over organizational climate dimensions suggesting theoretically a manoeuvring capability of organizational climate with its backward influence over transformational leadership behaviour. Perhaps a more sophisticated design of research is needed to confirm latter's backward influence over organizational leaders' transformational role.

References