Results 291 to 300 of about 115,978 (325)

Transactional and transformational leadership

Policing: An International Journal of Police Strategies & Management, 2014
Purpose– The purpose of this paper is to examine three different structural models the Leadership Challenge model to determine if they best capture transactional or transformational leadership. The three models are derived from the literature.Design/methodology/approach– The data for this study come from self-report surveys of middle managers that are ...
Gennaro F. Vito, George E. Higgins, Andrew S. Denney   +2 more
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Transformational Leadership, Transactional Leadership, and Moral Reasoning

Leadership and Policy in Schools, 2019
Despite the centrality of research concerning both ethics and leadership styles in education administration, our knowledge of the relations between them is limited.
Izhak Berkovich, Ori Eyal
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Integrity in transactional leadership

New Directions for Student Services, 2011
AbstractIntegrity is shown when the principles, procedures, structure, communication, and assessment of our student transactions are clear, consistent, accessible, and transparent.
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Effective leadership: Transformational or transactional?

Journal of Outdoor and Environmental Education, 2006
Theory and research in outdoor leadership is often based on studies undertaken in the 1980s, however, whilst such findings are valuable, it is interesting that leadership theory in other fields such as sport, education, leisure, health, management studies and the military have taken on a different perspective.
Gray, Tonia L, Brymer, Eric
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Resilient leadership: a transformational-transactional leadership mix

Journal of Global Responsibility, 2015
Purpose– This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational ...
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Transactional, Charismatic and Transformational Leadership:

Leadership & Organization Development Journal, 1994
Leadership literature in the past decade has drawn a sharp distinction between three types of leadership: transactional, charismatic and transformational. The leadership literature has dealt extensively with the sources and aspects of these leadership patterns, particularly in the context of “the leader and his people”, emphasizing transactional ...
Micha Popper, Eliav Zakkai
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Leadership in Academic Health Centers: Transactional and Transformational Leadership

Journal of Clinical Psychology in Medical Settings, 2015
Leadership is a crucial component to the success of academic health science centers (AHCs) within the shifting U.S. healthcare environment. Leadership talent acquisition and development within AHCs is immature and approaches to leadership and its evolution will be inevitable to refine operations to accomplish the critical missions of clinical service ...
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From Transactional and Transformational Leadership to Authentic Leadership

2012
AbstractThis chapter connects transformational leadership, transactional leadership, authentic leadership, and one form of nonleadership, namely laissez-faire leadership. It describes how the authentic leadership approach developed out of the transformational leadership approach. Transactional leadership is based on exchange; in business, this is often
Fred O. Walumbwa, Tara Wernsing
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Instrumental Leadership: Extending the Transformational-Transactional Leadership Paradigm

German Journal of Human Resource Management: Zeitschrift für Personalforschung, 2014
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 ...
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Turnaround, Transformational, or Transactional Leadership

Journal of Cases in Educational Leadership, 2014
This case was written for school leaders, specifically building-level principals and central office administrators attempting to implement school turnaround reform efforts. Often, leaders who embark on this type of organizational change work in intense environments that produce high levels of pressure to demonstrate improvement in student achievement ...
Ian M. Mette, Jay P. Scribner
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