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Transformational Leadership 知識系統地圖 (基本 (Characteristics (Phipps,…
Transformational Leadership
知識系統地圖
Linking Job-Relevant
結論
無法證實高或低層次的TFL影響外向個性的追隨者績效
低層次的TFL間接影響開放型經驗的追隨者績效較多
低層次的TFL間接影響責任感追隨者績效較多
理論基礎
Fve-factor model (FFM) of personality
(Digman, 1990; Goldberg, 1992)
起源: Strong norms & clear guidance about work attitudes and behavior (Bass 1985)
近期:The theory of purposeful work behavior (TPWB)
( Barrick et al., 2013)
Four primary implicit higher-order goals that stem from the FFM traits:
(Barrick et al. 2013)
Cognitive-affective personality system (CAPS theory)
(Mischel & Shoda, 1995)
研究目的
Integrate personality and leadership research
量測
International Personality Item Pool (IPIP)
(Goldberg, 1999)
20-item Multifactor Leadership Questionnaire (MLQ)
(Avolio, Bass, & Jung, 1999).
基本
定義:領導者推動組織變革, 達到目標與挑戰過程中, 以願景激勵追隨者實現自我轉變, 引導組織變革
起源: Downton (1973) 觀點
經典: Burns (1978) "Leadership"
典型代表 Bass (1985)
對比: 交易型/ 放任型領導
4 I 因素 Bass & Avolio (1994)
Idealized Influence (II)
Inspirational Motivation (IM)
Individualized Consideration (IC)
Intellectual Stimulation (IS)
Characteristics (Phipps, 2011)(OCEAN)
Neuroticism
Extraversion
Openness to experience
Agreeableness
Conscientiousness
量測表: MLQ=>MLQ5x
進階
相關理論
1.Theory of Charismatic Leadership
2.Theory of visionary Leadership (Nanus, 1992)
3.Theory of Hierarchy Need (Maslow, 1970)
4.Theory of Moral Development (Kolberg, 1958)
Link Title
5.Theory of Facilitate Leadership (Conley & Goldman, 1994)
TFL 內涵
巨觀: TFL改變組織文化與組織架構
微觀: TFL與部屬互動
Meta-Analytic Review (Wang et al., 2011)
3 performance criteria
creative (Gong 2008)
影響最大_contextual(Borman, 1993)
影響次之_task(Borman 1993)
Introduction
TFL影響績效的精確方法
增強效能的普遍性
估算個體、群體和組織的績效
Meta 分析
交易型領導
TFL is trainable(Barling, 1996) :star:
TFL influence Performance
Team level
Organizational Levels
Individual level
Conclusion
TFL positively related to performance across criterion and levels
TFL has strong relationship with indiv. contextual> task performace
TFL擴大獎勵型領導對 indiv. contextual and team level performance
:star:TFL lead indiv. follower but also team, org. to achieve higher level performance
Do Ethical, Authentic, and Servant Leadership
實證兩個理論有相關聯的文獻
Ethical & TFL
(cf. Ng & Feldman, 2015)
Authentic & TFL
(cf. Riggio, Zhu, Reina, & Maroosis, 2010)
Servant leadership & TFL
(cf. van Dierendonck, Stam, Boersma, de Windt, & Alkema, 2014)
本文探討的其它領導形式包含3種 (1)Ethical (2)Authentic (3) Servant leadership
關於本文獻
本研究目的: 評估這3種新興領導形式的增量效度， 藉此決定其是否有增加TFL的預測準則 (prediction of criteria)
本研究貢獻是首次提出authentic and servant leadership的元分析
研究問題: 缺乏實證解釋TFL與其它強調道德領導的差異
相關理論回顧
Ethical leadership
(Bedi, Alpaslan, & Green, in press; Ng & Feldman, 2015)
初步研究中, 新興的領導中，"預測效度"(predictive validity)是經過檢驗證實的；反之，"增量效度" (incremental validity)未被證實
Bass 擴展Burn的理論，進而應用於"組織"上。Bass的4個TFL行為: idealized influence, inspirational motivation, intellectual
stimulation, and individualized consideration.
本研究的幾個理論背景
TFL
TFL: 實證文獻支持TFL 與有效的領導者間的關係如: 組織氣氛：組織公民行為個人，團體和組織績效：工作滿意度主管滿意度：約定：降低營業額 (e.g., Bass, Avolio, Jung, & Berson, 2003; Eagly, Johannesen-Schmidt, & Van Engen, 2003; Judge & Piccolo, 2004; Wang, Oh, Courtright, & Colbert, 2011).
Bass 對TFL能力定義:"超越普通限制實現追隨者表現"
Authentic Leadership
AL被視為是TFL, Ethical, servant 的前身
AL起源理論: 被提出是特定領導型時(Luthans and Avolio, 2003)
AL發展理論:positive moral perspective, self-awareness, balanced processing, relational transparency, positive psychological capital, and authentic behavior (Avolio＆Gardner，2005）
Ethical Leadership
EL起源理論: "特徵"與"行為"兩構面 (Brown et al.2005: 120)
實證TFL與EL有強烈關係 (cf. Brown & Treviño, 2006; Mayer, Aquino, Greenbaum, & Kuenzi, 2012)
EL和理想化影響是若關係
(Brown 2005)
Servant Leadership
SL起源理論: 天生想要服務，有意識渴望領導(Robert Greenleaf)
SL發展理論: 10 characteristics of servant leaders
(Spears 2010）
SL發展理論: ethical, practical, and meaningful (Keith 2008)
其它觀點: "選擇他人需求為最高優先級時，EL超越了變革型領導" (Bass 2000)
比較觀點: TFL和EL的不同處: Leader’s primary focus Stone(Russell和Patterson 2003）
結論
三種領導形式影響員工態度、行為及觀念的增量有效性
SL呈現高程度概念和經驗上和TFL有所區別
TFL 是這份元分析文獻有力的預測指標
強調變革型領導的有效性的同時，解釋員工行為，態度和關係認知時，其它3種領導型態在道德構面似乎解決了變革型領導的不足
轉型領導者觀點若包含到道德構面，能更有效解釋追隨者的表現成果。
