International Journal on Leadership

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

Impact of Leader Values and Transformational Leadership on Followers


Affiliations
1 Indianapolis, United States
2 Center for Oneness & Transforming Leadership, Chennai, India
     

   Subscribe/Renew Journal


The relationships between spirituality, values, and transformational leadership of managers and performance and organisational identification of subordinates were studied using a sample of 101 manager-subordinate dyads from a multinational bank in India. Managers answered questions on their own spirituality and values, and on their subordinates' task and contextual performance, subordinates answered questions on their manager's transformational leadership and on their own organisational identification, and performance ratings of subordinates were obtained from the organisation's official records. Results of regression analyses show that transformational leadership is positively related to self-transcendence values and spiritual beliefs of managers and this relationship is enhanced by selfenhancement values. The results demonstrate that both self-oriented as well as other-oriented drives interact synergistically. Transformational leadership is also positively related to subordinates' contextual, task and actual ratings of performance, and organisational identification. The implications of the findings for understanding the importance of and for developing transformational leadership are discussed.

Keywords

Identity, Performance, Spirituality, Transformational Leadership, Values.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Arthur, C. A., & Hardy, L. (2014). Transformational leadership: a quasi-experimental study. Leadership & Organization Development Journal, 35(1), 38-53.

  • Ashforth, B. E., & Mael, E. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20-39.

  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.

  • Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217.

  • Borman, W. C., & Motowidlo S. J. (1993). Expanding the criterion domain to include elements for contextual performance.In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 71-98). San Francisco: Jossey-Bass.

  • Borman, W. C., & Motowidlo, S. J. (1997). Introduction: Organizational citizenship behavior and contextual performance. Human Performance, 10, 67-69.

  • Borman, W. C., Hanson, M., & Hedge, J. (1997). Personnel selection.Annual Review of Psychology, 48, 299-337.

  • Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.

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

  • Cohen, J., Cohen, P., West, S., & Aiken, L. (2003) .Applied multiple regression/correlation analysis for the behavioral sciences (3rd Ed.). Hillsdale, NJ: Lawrence Erlbaum Associates.

  • Conger, J. A., Kanungo, R. N., & Menon, S. T. (2000). Charismatic leadership and follower effects. Journal of Organizational Behavior, 21(7), 747-767.

  • Conway, J. M. (1996). Analysis and design of multitraitmultirater performance appraisal studies. Journal of Management, 22(1), 139-162.

  • Cortina, J. M., Chen, G., & Dunlap, W. P. (2001). Testing interaction effects in Lisrel: Examination and illustration of available procedures. Organizational Research Methods, 4(4), 324-360.

  • Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4), 735-744.

  • Feather, N. T., & Rauter, K. A. (2004). Organizational citizenship behaviors in relation to job status, job insecurity, organizational commitment and identification, job satisfaction and work values. Journal of Occupational and Organizational Psychology, 77, 81-94.

  • Fu, P. P., Tsui, A. S., Liu, J., & Li, L. (2010). Pursuit of whose happiness? Executive leaders' transformational behaviors and personal values. Administrative Science Quarterly, 55(2), 222-254.

  • Fuller, J. B., Patterson, C. E. P., Hester, L. K., & Stringer, D. (1996). A quantitative review of research on charismatic leadership. Psychological Reports, 78, 271-287.

  • Haslam, S. A., & Platow, M. J. (2001). The link between leadership and followership: How affirming social identity translates vision into action. Personality and Social Psychology Bulletin, 27(11), 1469-1479.

  • Hood, J. N. (2003). The relationship of leadership style and CEO values to ethical practices in organizations. Journal of Business Ethics, 43, 263-273.

  • House, R. J., Spangler, W. D., & Woycke, J. (1991). Personality and charisma in the U.S. presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly, 36, 364-396.

  • Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78, 891-902.

  • Howell, J. M., & Frost, P. (1989). A laboratory study of charismatic leadership. Organizational Behavior and Human Decision Process, 43, 243-269.

  • Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of Management Review, 30(1), 96-112.

  • Joereskog, K. G., & Soerbom, D. (1989). LISREL 7: User's reference guide. Mooresville, IN: Scientific Software International.

  • Kark, R., Shamir, B., & Chen. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246-255.

  • Kiker, S., & Motowidlo, S. (1999). Main and interaction effects of task and contextual performance on supervisory reward decisions. Journal of Applied Psychology, 84, 602-609.

  • Krishnan, V. R. (2001a). Can the Indian worldview facilitate the emergence of transformational leaders? Management and Labor Studies, 26(4), 237-244.

  • Krishnan, V. R. (2001b). Value systems of transformational leaders. Leadership and Organization Development Journal, 22(3), 126-132.

  • Lee, J. A., & Soutar, G. (2010). Is Schwartz's Value Survey an Interval Scale, and Does It Really Matter? Journal of Cross-Cultural Psychology, 41(1), 76-86.

  • Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. Leadership Quarterly, 7(3), 385-425.

  • Mael, F. A., & Ashforth, B. E. (1995). Loyal from day one: Biodata, organizational identification, and turnover among newcomers. Personnel Psychology, 48, 309-333.

  • McClelland, D. C. (1985). How motives, skills, and values determine what people do. American Psychologist, 40(7), 812-825.

  • McKee, M. C., Driscoll, C., Kelloway, E. K., & Kelley, E. (2011). Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers. Journal of Management, Spirituality & Religion, 8(3), 233-255.

  • Motowidlo, S. J., & van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475-80.

  • Niederman, R. (1999). The conceptualization of a model of spirituality. Unpublished Doctoral Dissertation. School of Social Work, University of Georgia.

  • O'Toole, J. (1999). Leadership A to Z: A guide for the appropriately ambitious. San Francisco: Jossey-Bass.

  • Phipps, K. A. (2011). Spirituality and strategic leadership: The influence of spiritual beliefs on strategic decision making. Journal of Business Ethics, 106(2), 177-189.

  • Posner, B. Z. (2010). Values and the American manager: A three-decade perspective. Journal of Business Ethics, 91(4), 457-465.

  • Pratt, M. G. (1998). To be or not to be? Central questions in organizational identification. In D. A. Whetten & R C. Godfrey (Eds.), Identity in organizations: Building theory through conversations (pp. 171- 207). Thousand Oaks: Sage Publications.

  • Pratt, M. G. (2003). Disentangling collective identity. In J. Polzer, E. Mannix, & M. Neale (Eds.), Identity issues in groups: Research in managing groups and teams, 5, 161-188, Stamford, CT: Elsevier Science Ltd.

  • Roccas, S. (2003). Identification and status revisited. Personality and Social Psychology Bulletin, 29(6), 726-736.

  • Rokeach, M. (1968). Beliefs, attitudes, and values. San Francisco: Jossey-Bass Publishers.

  • Rokeach, M. (1973). The nature of human values. New York: The Free Press.

  • Rokeach, M. (1979). Understanding human values. New York: The Free Press.

  • Schwartz, S. H. (1992). Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries. In M. P. Zanna (Ed.) Advances in experimental social psychology, 25.Orlando, FL: Academic Press.

  • Schwartz, S. H. (2004). Basic human values: Their content and structure across countries. In A. Tamayo and J. Porto (Eds.), Valores e trabalho [Values and Work].Brasilia: Editora Universidade de Brasilia.

  • Schwartz, S. H., & Sagiv, L. (1995). Identifying culture specifics in the content and structure of values. Journal of Cross-Cultural Psychology, 26, 92-116.

  • Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A selfconcept based theory. Organization Science, 4, 1-17.

  • Shamir, B., Zakay, E., Breinin, E., & Popper, M. (1998). Correlates of charismatic leader behavior in military units: Subordinates' attitudes, unit characteristics, and superiors' appraisals of leader performance. Academy of Management Journal, 44(4), 387-409.

  • Singh, N., & Krishnan, V. R. (2007). Transformational leadership in India: Developing and validating a new scale using grounded theory approach. International Journal of Cross-Cultural Management, 7(2), 219-236.

  • Sosik, J. J. (2005). The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. Leadership Quarterly, 16, 221-244.

  • Walter, F., & Bruch, H. (2009). An affective events model of charismatic leadership behavior: A review, theoretical integration, and research agenda. Journal of Management, 35(6), 1428-1452.


Abstract Views: 398

PDF Views: 2




  • Impact of Leader Values and Transformational Leadership on Followers

Abstract Views: 398  |  PDF Views: 2

Authors

Niti Singh
Indianapolis, United States
Venkat R. Krishnan
Center for Oneness & Transforming Leadership, Chennai, India

Abstract


The relationships between spirituality, values, and transformational leadership of managers and performance and organisational identification of subordinates were studied using a sample of 101 manager-subordinate dyads from a multinational bank in India. Managers answered questions on their own spirituality and values, and on their subordinates' task and contextual performance, subordinates answered questions on their manager's transformational leadership and on their own organisational identification, and performance ratings of subordinates were obtained from the organisation's official records. Results of regression analyses show that transformational leadership is positively related to self-transcendence values and spiritual beliefs of managers and this relationship is enhanced by selfenhancement values. The results demonstrate that both self-oriented as well as other-oriented drives interact synergistically. Transformational leadership is also positively related to subordinates' contextual, task and actual ratings of performance, and organisational identification. The implications of the findings for understanding the importance of and for developing transformational leadership are discussed.

Keywords


Identity, Performance, Spirituality, Transformational Leadership, Values.

References