Leadership Styles: A Comprehensive Assessment and Way Forward

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Transformational and transactional leadership: a meta-analytic test of their relative validity.

Timothy Judge, Ronald F. Piccolo (2004)

This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (c) 2004 APA, all rights reserved

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Ethical leadership: A social learning perspective for construct development and testing

Linda K Treviño, Michael E. Brown, David A. Harrison (2005)

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Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement

K. M. Bartol, X. Zhang (2010)

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Author and article information

Journal

Title: Academy of Management Annals

Abbreviated Title: ANNALS

Publisher: Academy of Management

ISSN (Print): 1941-6520

ISSN (Electronic): 1941-6067

Publication date Created: January 2023

Publication date (Print): January 2023

Volume: 17

Issue: 1

Pages: 331-372

Affiliations

[1 ]University of Geneva

[2 ]Duke University

Article

DOI: 10.5465/annals.2020.0340

SO-VID: c89266f4-8dfa-42fc-8350-dc5a63211b37

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