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变革型领导和性能模式研究

论文作者:留学生论文论文属性:案例分析 Case Study登出时间:2010-12-21编辑:anterran点击率:29566

论文字数:15631论文编号:org201012211407053390语种:德语 Deutsch地区:德国价格:免费论文

关键词:leadership behaviorleadershiptransformational leadershiplaissez-faire leadership

TRANSFORMATIONAL Leadership AND PERFORMANCE:
A LONGITUDINAL INVESTIGATION
Francis J. Yammarino”
William D. Spangler
Bernard M. Bass
State University of New York at Binghamton
A model of transformational leadership and performance was developed and tested with arepresentative sample of 186 United States Navy Officers who were graduates of the United StatesNaval Academy (USNA) and assigned to the surface warfare fleet, Longitudinal and multisource dataconcerning these officers were collected from USNA records, 793 留学论文代写senior subordinates of the officers,and the officers’ superiors since time of commission. LlSREL procedures were used to test the basic
model, and results provided support for the proposed conceptualization. Military performance asmidshipmen at the USNA predicted officers’ subsequent transformational and laissez-faire leadership
and officers’ appraised performance while on fleet assignment. Officers’ transformational leadershipwhile on fleet duty predicted officers’ appraised performance. Also, officers’ transformational and
laissez-faire leadership while on assignment in the fleet predicted attributed effects of the officers’leadership behavior. Implications of the results for leadership theory and practice are discussed.In recent years, transformational leadership has become a well-known topic in
psychology, management, sociology, and political science (Atwater & Yammarino,1992; Avolio & Bass, 1988; Bass, 1985, 1990; Bass & Avolio, 1989; Bass, Waldman,Avolio, & Bebb, 1987; Bradley, 1987; Burns, 1978; Conger & Kanungo, 1988; Hater& Bass, 1988; House, 1977; Howell & Frost, 1989; Kuhnert & Lewis, 1987; Waldman,Bass, & Einstein, 1987; Yammarino & Bass, 1990). Fundamental principles oftransformational leadership appear in the work of Max Weber (1963) on charismatic*Direct all correspondence to: Francis J. Yammarino, Center for Leadership Studies and School of Management,State University of New York at Binghampton, P.O. Box 6000, Binghamton, New York 13902-6OCO.Leadership Quarterly, 4(l), 81-102.
Copyright Q 1993 by JAI Press Inc.
All rights of reproduction in any form reserved.
82 LEADERSHIP QUARTERLY Vol. 4 No. 1 1993
leadership and Downton (1973) on rebel leadership. But Burns (1978) was the firstscholar to specify the distinction between transactional leaders who attempt to satisfythe current needs of followers by focusing attention on exchanges and transformationalleaders who attempt to raise the needs of followers and promote dramatic changes ofindividuals, groups, and organizations.Despite this plethora of work, empirical studies generally have been cross-sectionalin nature and have examined the concurrent relationships between transformational
or transactional leadership and leaders’ performance. A key issue that has been largely
ignored in both conceptualization and empirical testing is the long-term connection
between transformational leadership and performance. In particular, while early
performance can be predictive of future leadership, leadership potential, and subsequent
performance (see Bass 119901 for a review), these longer-term linkages have not been
conceptualized and examined empirically in research on transformational leadership.
Furthermore, previous research has tended to measure transformational leadership
constructs and performance outcomes with one method, most often, a questionnaire
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