Hostname: page-component-cd9895bd7-q99xh Total loading time: 0 Render date: 2024-12-25T07:13:20.770Z Has data issue: false hasContentIssue false
  • English
  • Français

Relations and Effects of Transformational Leadership: A Comparative Analysis with Traditional Leadership Styles

Published online by Cambridge University Press:  10 April 2014

Fernando Molero ,
Isabel Cuadrado ,
Marisol Navas  and
J. Francisco Morales
Fernando Molero*
Affiliation:
Universidad Nacional de Educación a Distancia (UNED), Madrid
Isabel Cuadrado
Affiliation:
Universidad Nacional de Educación a Distancia (UNED), Madrid
Marisol Navas
Affiliation:
Universidad de Almería, Spain
J. Francisco Morales
Affiliation:
Universidad Nacional de Educación a Distancia (UNED), Madrid
*
Correspondence concerning this article should be addressed to Fernando Molero, Facultad de Psicología, Departamento de Psicología Social y de las Organizaciones, Universidad Nacional de Educación a Distancia, C/ Juan del Rosal, 10, 28040 Madrid (Spain). E-mail: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

This study has two main goals: (a) to compare the relationship between transformational leadership and other important leadership styles (i.e., democratic versus autocratic or relations- and task-oriented leadership) and (b) to compare the effects of transformational leadership and the other styles on some important organizational outcomes such as employees' satisfaction and performance. For this purpose, a sample of 147 participants, working in 35 various work-teams, was used. Results show high correlations between transformational leadership, relations-oriented, democratic, and task-oriented leadership. On the other hand, according to the literature, transformational leadership, especially high levels, significantly increases the percentage of variance accounted for by other leadership styles in relevant organizational outcome variables (subordinates' performance, satisfaction and extra effort).

El presente trabajo persigue dos objetivos principales: (a) comparar las relaciones del liderazgo transformacional con otros estilos de liderazgo clásicos en la literatura organizacional, tales como el liderazgo democrático versus autocrático o el orientado a la tarea-orientado a las relaciones y (b) comparar los efectos del liderazgo transformacional y los estilos de liderazgo mencionados sobre la satisfacción y la eficacia de los empleados. Para cumplir dichos objetivos se seleccionó una muestra de 147 participantes que trabajaban en 35 equipos de trabajo diferentes. Los resultados demuestran la existencia de correlaciones muy elevadas entre el liderazgo transformacional, el liderazgo orientado a las relaciones, el liderazgo democrático y el liderazgo orientado a la tarea. También se encuentra que, tal como predice la literatura, el liderazgo transformacional, sobre todo en niveles altos, aumenta significativamente el porcentaje de varianza explicado por los otros estilos en algunas variables de resultado organizacional importantes (la ejecución de subordinados, satisfacción y esfuerzo extra).

Keywords

transformational leadershipautocratic and democratic leadershiprelationship-oriented and task-oriented leadershipliderazgo transformacionalliderazgo autocrático y democráticoliderazgo orientado a la tarea y liderazgo orientado a las relaciones
Type
Articles
Information
The Spanish Journal of Psychology , Volume 10 , Issue 2 , November 2007 , pp. 358 - 368
Copyright
Copyright © Cambridge University Press 2007

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Amador, R. (2002). El líder y la cultura organizacional su incidencia en la eficacia de la empresa. Las Palmas de Gran Canaria: Universidad de Las Palmas de Gran Canaria.Google Scholar
Avolio, B.J., & Bass, B.M. (2004). Multifactor Leadership Questionnaire. 3rd edition, Manual and sampler set. Redwood City, CA: Mind Garden.Google Scholar
Avolio, B.J., & Howell, J.M. (1992). The impact of leader behavior and leader-follower personality match on satisfaction and unit performance. In Clark, K.E., Clark, M.B., & Campbell, D.R. (Eds.), Impact of leadership (pp. 225–236). Greensboro, NC: Center for Creative Leadership.Google Scholar
Avolio, B.J., & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. New York: Erlbaum.Google Scholar
Bass, B.M. (1985). Leadership and performance beyond expectations. London: Free Press.Google Scholar
Bass, B.M. (1990). Task versus relations-oriented leadership. In Bass, B.M. (Ed.), Bass & Stogdill's handbook of leadership (pp. 473–510). New York: Free Press.Google Scholar
Bass, B.M. (1998). Transformational leadership: Industrial, military and educational impact. Mahwah, NJ: Erlbaum.Google Scholar
Bass, B.M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8, 9–32.CrossRefGoogle Scholar
Bass, B.M., & Avolio, B.J. (1990). Transformational leadership development. Palo Alto, CA: Consulting Psychologists Press.Google Scholar
Bass, B.M., & Avolio, B.J. (1993). Transformational leadership: A response to critiques. In Chemers, M.M. & Ayman, R. (Eds.), Leadership theory and research (pp. 49–80). San Diego: Academic Press.Google Scholar
Bass, B.M., & Avolio, B.J. (1997). Full range leadership development, manual for the Multifactor Leadership Questionnaire. Redwood City, CA: Mind Garden.Google Scholar
Bass, B.M., Avolio, B.J., & Goodheim, L. (1987). Biography and the assessment of transformational leadership at the world-class level. Journal of Management, 13, 7–19.CrossRefGoogle Scholar
Bryman, A. (1992). Charisma and leadership in organizations. London: Sage.Google Scholar
Burns, J.M. (1978). Leadership. New York: Harper & Row.Google Scholar
Carless, S.A. (1998). Assessing the discriminant validity of transformational leader behavior as measured by the MLQ. Journal of Occupational and Organizational Psychology, 71, 353–358.CrossRefGoogle Scholar
Cuadrado, I. (2001). Cuestiones teóricas y datos preliminares sobre tres estilos de liderazgo. Revista de Psicología Social, 16, 131–155.CrossRefGoogle Scholar
Cuadrado, I. (2002). Estilos de liderazgo y género: una perspectiva psicosocial. Doctoral dissertation published in electronic edition. Universidad de Almería.Google Scholar
Cuadrado, I., & Molero, F. (2002). Liderazgo transformacional y género: autoevaluaciones de directivos y directivas españoles. Revista de Psicología del Trabajo y de las Organizaciones, 18, 39–55.Google Scholar
Cuadrado, I., Molero, F., & Navas, M. (2003). El liderazgo de hombres y mujeres: diferencias en estilos de liderazgo, relaciones entre estilos y predictores de variables de resultado organizacional. Acción Psicológica, 2, 115–129.Google Scholar
Dumdum, R.U.; Lowe, K.B., & Avolio, B.J. (2002). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In Avolio, B.J. & Yammarino, F.J. (Eds.), Transformational and charismatic leadership: The road ahead (pp. 35–66). New York: Erlbaum.Google Scholar
Eagly, A.H., & Johannesen-Schmidt, M.C. (2001). The leadership styles of women and men. Journal of Social Issues, 57, 781–797.CrossRefGoogle Scholar
Eagly, A.H., & Johnson, B.T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108, 233–256.CrossRefGoogle Scholar
Gastil, J. (1994). A meta-analytic review of the productivity and satisfaction of democratic and autocratic leadership. Small Group Research, 25, 384–410.CrossRefGoogle Scholar
Hater, J.J., & Bass, B.M. (1988). Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695–702.CrossRefGoogle Scholar
James, L.R., Demaree, R.G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85–98CrossRefGoogle Scholar
Lewin, K. (1939/1964). Experiments in social space. In Cartwright, D. (Ed.), Field theory in social science: Selected theoretical papers by Kurt Lewin (pp. 71–83). New York: Harper Torchbooks.Google Scholar
Lippit, R. (1940). An experimental study of the effect of democratic and authoritarian group atmospheres. University of Iowa Studies in Child Welfare, 16, 43–95.Google Scholar
Lippit, R., & White, R.K. (1943). The social climate of children's groups. Journal of Social Psychology, 10, 271–301.Google Scholar
Lowe, K.B., Kroeck, K.G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. Leadership Quarterly, 7, 385–425.CrossRefGoogle Scholar
Luthar, H.K. (1996). Gender differences in evaluation of performance and leadership ability: Autocratic vs. democratic managers. Sex Roles, 35, 337–361.CrossRefGoogle Scholar
Molero, F. (1994). Carisma y liderazgo carismático: una aproximación empírica desde las perspectivas de Bass y Friedman. Unpublished doctoral dissertation. Madrid: UNED.Google Scholar
Molero, F. (2004). El liderazgo. In Huici, C. & Morales, J.F. (Eds.), Psicología de grupos I: Estructura y procesos (pp. 141–169). Madrid: UNED.Google Scholar
Morales, J.F., & Molero, F. (1995). Leadership in two types of healthcare organization. In Peir, J.M.ó, Prieto, F., Meliá, J.L., & Luque, O. (Eds.), Work and Organizational Psychology: European contributions of the nineties (pp. 209–221). East Sussex, UK: Erlbaum.Google Scholar
Seltzer, J., & Bass, B.M. (1990). Transformational leadership: Beyond initiation and consideration. Journal of Management, 16, 693–703.CrossRefGoogle Scholar
Shamir, B. (1995). Social distance and charisma: Theoretical notes and an exploratory study. Leadership Quarterly, 6, 19–47.CrossRefGoogle Scholar
Stogdill, R.M. (1963). Manual for the Leader Behavior Descriptions Questionnaire- Form XII. Columbus, OH: Ohio State University.Google Scholar
Stogdill, R.M., & Coons, A.E. (1957). Leader behavior: Its description and measurement. Columbus: Ohio State University.Google Scholar
Waldman, D.A., Bass, B.M., & Yammarino, F.J. (1990). Adding to contingent reward behavior: The augmenting effect of charismatic leadership. Group & Organization Studies, 15, 381–394.CrossRefGoogle Scholar
White, R.K., & Lippitt, R. (1960). Autocracy and democracy: An experimental inquiry. New York: Harper.Google Scholar
Yukl, G. (1999a). An evaluative essay on current conceptions of effective leadership. European Journal of Work and Organizational Psychology, 8, 33–48.CrossRefGoogle Scholar
Yukl, G. (1999b). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10, 285–305.CrossRefGoogle Scholar