Predicting Unit Performance by Assessing Transformational and Transactional
LeadershipBernard M. Bass
Binghamton University
Bruce J. Avolio
University of Nebraska—Lincoln
Dong I. Jung
San Diego State University
Yair Berson
Polytechnic University
How do leadership
https://www.51lunwen.org ratings collected from units operating under stable conditions predict subsequentperformance of those units operating under high stress and uncertainty? To examine this question, theauthors calculated the predictive relationships for the transformational and transactional leadership of 72light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army
platoons participating in combat simulation exercises. Bothtransformational and transactional contingentreward leadership ratings of platoon leaders and sergeants positively predicted unit performance. Therelationship of platoon leadership to performance was partially mediated through the unit’s level ofpotency and cohesion. Implications, limitations, and future directions for leadership research arediscussed.
The pace of change confronting organizations today has resultedin calls for more adaptive, flexible leadership. Adaptive leaderswork more effectively in rapidly changing environments by helpingto make sense of the challenges confronted by both leaders andfollowers and then appropriately responding to those challenges.Adaptive leaders work with their followers to generate creativesolutions to complex problems, while also developing them tohandle a broader range of leadership responsibilities (Bennis,2001).
Bass (1985) labeled the type of adaptive leadership described
above transformational. The literature accumulated on testing
transformational leadership theory has provided general support
for the hypothesized relationships between transformational leadership,
transactional leadership, and performance (Avolio, 1999;
Bass, 1998). For example, ratings of transformational leadership
were positively correlated with supervisory evaluations of managerial
performance (Hater & Bass, 1988; Waldman, Bass, & Einstein,
1987), recommendations for promotion (Waldman, Bass, &Yammarino, 1990), research and development project team innovations(Keller, 1992), and percentage of financial goals achievedin strategic business units (Howell & Avolio, 1993)
.Meta-analyses conducted by Lowe, Kroeck, and Sivasubramaniam(1996) and Patterson, Fuller, Kester, and Stringer (1995)
have confirmed the positive relationship between transformationalleadership and performance reported in the literature. Yet most ofthe studies included in these two meta-analyses were based onleadership and performance data collected at the same point intime, and typically from the same source. Lowe et al. reported thatthe effects of common source bias inflated the relationship betweentransformational leadership and performance reported bymany previous authors. Although
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