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The concept of transformational leadership was initially introduced by James V. Downton, the first to coin the term "transformational leadership," a concept further developed by leadership expert and presidential biographer James MacGregor Burns. According to Burns, transformational leadership can be seen when "leaders and followers make each ...
This might be because transformational leadership includes both agentic and communal behaviors, which helps reduce the role incongruity between leadership roles and female stereotypes [93] [94] Women are often rated more highly than men on idealized influence, individualized consideration, and contingent reward, These findings were replicated ...
He was the first to coin the term "transformational leadership", a concept further developed by James MacGregor Burns, and one of the key concepts in leadership research over the past 25 years. [1] In 1982 Downton was a panel member of the Institute of Behavioral Science (Theda Skocpol States and Social Revolutions). [2]
The full range of leadership model (FRLM) is a general leadership theory focusing on the behavior of leaders towards the workforce in different work situations. The FRLM relates transactional and transformational leadership styles with laissez-faire leadership style.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
The TMLQ is composed of 50 items and is designed for adults who work in a team. It represents an extension of the definition of transformational leadership from the individual to the collective. The TMLQ measures team transformational leadership, team transactional leadership, team passive/avoidant behaviors, and team outcomes of leadership.
Leadership studies is a multidisciplinary academic field of study that focuses on leadership in organizational contexts and in human life. Leadership studies has origins in the social sciences (e.g., sociology, anthropology, psychology), in humanities (e.g., history and philosophy), as well as in professional and applied fields of study (e.g., management and education).
These results indicate an inability to assume that transactional and transformational leadership will succeed in non-western cultures. [12] In a study of transactional and transformational leadership in China and Australia , transformational leadership predicted performance and trust in the Australian population, but only predicted trust, not ...