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nt in time. Unfortunately, supportive results from these studies may be
attributed either to the validity of the underlying model or to single-source response
bias (e.g., Podsakoff & Organ, 1986; Spector, 1987; Williams, Cote, & Buckley, 1989).
A final difficulty with previous research on transformational leadership has been the
tendency to use traditional methods of analysis, for example, correlations or simple
regression techniques, rather than more recent and rigorous LISREL techniques. A
major advantage of LISREL techniques over traditional procedures is the capacity to
test causal hypotheses free from the random error that affects more traditional tests
of hypotheses (Cohen & Cohen, 1983; Long, 1983a, 1983b; Joreskog & Sorbom, 1986).
Therefore, the present research was undertaken with three key objectives in mind:
to provide a conceptualization and test of long-term (longitudinal) relationships between
previous performance and subsequent transformational leadership and performance;to take advantage of distinct methods of measuring relevant constructs; and to useLISREL to control for the effects of random error on tests of hypotheses.
The model which formed the basis of the current research focuses on the performanceof United States Naval Academy (USNA) midshipmen and their subsequent leadershipand performance as United States Navy (USN) officers. Essentially, performance ofUSNA midshipmen was expected to: (1) differentially predict subsequenttransformational, transactional, and laissez-faire leadership of USN officers; and (2)predict subsequent performance of the officers on fleet duty. Also, (3) transformational,
transactional, and laissez-faire leadership of USN officers were expected to bedifferentially predictive of the officers’ performance while on fleet assignment. Thespecific variables and hypotheses of interest are identified in Table

2. Thisconceptualization is based on the extant literature on leadership and performance,
especially the work of Bass (1985, 1990) and his colleagues. To develop and justify this
model, we will: first, review the general literature on leadership and performance;
second, focus more closely on transactional and transformational leadership; and third,
derive the specific hypotheses for testing.
Transformational Leadership and Performance 83
leadership and Performance
Most research on the leadership-performance connection has been conducted using
a single source (e.g., subordinates) to report about leadership behavior and effectiveness
at a single point in time (Bass, 1990; Yukl, 1989). The leadership-performance
connection is difficult to assess when all information about these dimensions is obtained
from the same source, usually subordinates of the leader. Subordinates may hold
stereotypes or implicit theories about which leadership and performance behaviors are
associated (e.g., Eden & Leviatan, 1975; Rush, Thomas, & Lord, 1977). Likewise,
subordinates may attribute positive behaviors to leaders who are perceived as effective
without actual observation of those behaviors (e.g., Green & Mitchell, 1979; Lord,
Binning, Rush, & Thomas, 1978). Essentially, subordinates’ views of leadership may
be systematically influenced by their perceptions of the performance of themselves or
their leaders. To address these difficulties, independent multisource data for leadership<本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。