Abstract
Although the transformational-transactional leadership paradigm is successful in explaining considerable portions of variance in organizationally relevant outcome criteria, recent critiques emphasized that this paradigm might be incomplete. Thus, Antonakis and House (2002) suggested that instrumental leadership might extend the transformational-transactional leadership paradigm and allow for a more detailed and realistic description of the leadership phenomenon. The present study is the first to test — among basic aspects of construct validity — the prognostic validity of instrumental leadership with regard to performance and job satisfaction. Results from three independent empirical studies revealed that four dimensions of instrumental leadership (i.e., Environmental Monitoring, Strategy Formulation, Path-Goal Facilitation, and Outcome Monitoring) can be distinguished. As for concurrent validity, Environmental Monitoring and Path-Goal Facilitation were related to job satisfaction. This result was obtained while controlling for transformational, transactional, and laissez-faire leadership, lending support for the incremental validity of instrumental leadership. With regard to the predictive validity, Environmental Monitoring, Strategy Formulation, and Path-Goal Facilitation (assessed at T1) were related to subsequent objective performance (assessed at T2) in a second study. Finally, in a third study, Path-Goal Facilitation (T1) was associated with subsequent job satisfaction and affective commitment (both T2). Overall, these results demonstrate that potentially, instrumental leadership is a valid extension to the transformational-transactional leadership paradigm.
Journal Information
Founded in 1987 by a group of prominent German professors, the journal is one of the oldest publications for personnel research worldwide, and is the only journal in its field outside of the United States and Great Britain listed in the Social Sciences Citation Index (SSCI). Historically, the journal sought to offer a forum for personnel research scientists from Germany, Austria, and Switzerland. However, it has expanded internationally in more recent times by increasing its number of English articles. Zeitschrift für Personalforschung is a scientific journal that publishes qualitative and quantitative research as well as conceptual and theoretical essays that promise new insights on the current state of knowledge.
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Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com
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Zeitschrift für Personalforschung / German Journal of Research in Human Resource Management
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journal article
Strategic Leadership and Organizational LearningThe Academy of Management Review
Vol. 29, No. 2 (Apr., 2004)
, pp. 222-240 (19 pages)
Published By: Academy of Management
//doi.org/10.2307/20159030
//www.jstor.org/stable/20159030
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Abstract
Adopting the strategic leadership perspective, we develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning. We take a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system. Researchers have implicitly assumed transformational leadership approaches to organizational learning. We challenge this conventional wisdom by highlighting the value of transactional leadership as well.
Journal Information
The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000.
Publisher Information
The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging.
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The Academy of Management Review © 2004 Academy of Management
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