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Transforamtional Leadership On Subordiantes Development Thesis

" (Asgari and Silong, 2008) It is reported that the subjects of the study were full-time employees and managers working in the educational organization in the country of Iran. This survey included 220 respondents. Data is reported as having been collected "...on a structured questionnaire containing standard scales of transformational leadership behaviors, LMX, and organizational citizenship behaviors. After establishing the psychometric properties of the scales, hypotheses were tested through statistical analysis of the data." (Asgari and Silong, 2008) Results are stated to indicate that "...dimensions of transformational leadership behaviors are more likely to predict citizenship behavior than the affect dimension of LMX. Further, LMX is not mediating the relationship of transformational leadership behaviors with citizenship behavior." (Asgari and Silong, 2008)

Summary and Conclusion

It has been demonstrated in this present study that Transformational leadership does impact the performance and development of subordinates and the various dimensions of transformational leadership behaviors are likely to predict subordinate development and performance.

Bibliography

Asgari, Ali and Silong, Abu Daud (2008) The Relationship Between Transformational Leadership Behaviors, Leader-Member Exchange and Organizational Citizenship Behaviors....

European Journal of Social Sciences. Vol. 6 No. 4 (2008).
Atwater, L.E., Roush, P., & Fischtal, A. (1995). The influence of upward feedback on self and follower ratings of leadership. Personnel Psychology, 48, 35-59.

Atwater, L.E., Waldman, D.A., Atwater, D., & Cartier, P. (2000). An upward feedback field experiment: supervisors' cynicism, reactions, and commitment to subordinates. Personnel Psychology, 53 (2), 275-298.

Avolio, B.J., & Howell, J.M. (1992). The impact of leadership behavior and leader-follower personality match on satisfaction and unit performance. In K.E. Clark, M.B. Clark & D.P. Campbell (Eds.), Impact of Leadership (pp. 223-235). Greensboro, North Carolina: Center for Creative Leadership

Hautala, Tina (2005) The Effects of Subordinate's Personality on Appraisals of Transformational Leadership. Entrepreneur. Summer 2005. Journal of Leadership & Organizational Studies.

Krishnan, Venkat R. (2004) The Impact of Transformational Leadership on Followers' Influence Strategies. Vol. 25, Issue 1. Emerald Group Publishing Limited.

McColl-Kennedy, J.R. And Anderson, R.D. (2002) Impact of leadership style and emotions on subordinate performance. The Leadership Quarterly. Volume 13, Issue 5, October 2002, Pages 545-559.

Transformational Leadership (2009)…

Sources used in this document:
Bibliography

Asgari, Ali and Silong, Abu Daud (2008) The Relationship Between Transformational Leadership Behaviors, Leader-Member Exchange and Organizational Citizenship Behaviors. European Journal of Social Sciences. Vol. 6 No. 4 (2008).

Atwater, L.E., Roush, P., & Fischtal, A. (1995). The influence of upward feedback on self and follower ratings of leadership. Personnel Psychology, 48, 35-59.

Atwater, L.E., Waldman, D.A., Atwater, D., & Cartier, P. (2000). An upward feedback field experiment: supervisors' cynicism, reactions, and commitment to subordinates. Personnel Psychology, 53 (2), 275-298.

Avolio, B.J., & Howell, J.M. (1992). The impact of leadership behavior and leader-follower personality match on satisfaction and unit performance. In K.E. Clark, M.B. Clark & D.P. Campbell (Eds.), Impact of Leadership (pp. 223-235). Greensboro, North Carolina: Center for Creative Leadership
Transformational Leadership (2009) Practical Management: Transforming Theories Into Practice. Leadership Development. Online available at: http://www.practical-management.com/Leadership-Development/Transformational-Leadership.html
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