Books

New! Bernard M. Bass & Ronald E. Riggio, Transformational Leadership, second

edition features:

• Updated examples of leadership to illustrate concepts for a broad range of

transformational leadership(TL) in a variety of settings.

• New chapters on the measurement of TL and TL effectiveness.

• Expanded discussion of predicators and effects of TL

• Increased emphasis on authentic vs. inauthentic TL.

• Suggestions for future TL research and applications

• Includes expanded reference list

Avolio, B. J. (2005). Leadership Development in Balance: Made/Born. Mahwah, NJ:

Lawrence Erlbaum and Associates, Inc.

Avolio, B. J. (1999). Full Leadership Development: Building the Vital Forces in

Organizations. Thousand Oaks, CA: Sage.

Avolio, B. J. & Bass, B. M. (2002). Developing Potential across a Full Range of

Leadership: Cases on transactional and transformational leadership. Mahwah, NJ: Lawrence

Erlbaum Associates.

Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York: Free

Press.

Bass, B. M. (1998). Transformational Leadership: Individual, Military and Educational

Impact. Mahwah, NJ: Erlbaum.

Bass B. M. & Avolio, B. J. (Eds.). (1994). Improving Organizational Effectiveness through

Transformational Leadership. Thousand Oaks, CA: Sage.

Bass, B. M. (1990). Bass & Stogdill's Handbook of Leadership: Theory, Research, and

Managerial Applications. New York: Free Press.

Bass B. M. & Riggio, R. E. (2005). Transformational Leadership, Second Edition. Mahwah,

NJ: Lawrence Erlbaum Associates.

Sosik, J. J. (2006). Leading With Character: Stories of Valor and Virtue and the Principles

They Teach. Charlotte, NC: Information Age Publishing.

Articles

Avolio, B. J., Bass, B. M.,& Jung, D. (1999). Reexamining the components of

transformational and transactional leadership using the Multifactor Leadership

Questionnaire. Journal of Occupational and Organizational Psychology 7, 441-462.

Avolio, Bruce J. & Bass, Bernard M. (2003). "Predicting Unit Performance by

Assessing Transformational and Transactional Leadership," Journal of Applied Psychology,

88(2). Full text of the article available in PDF form at APA site (must have Adobe Acrobat

reader).

Barling, J., Weber, J.,& Kelloway, E. K. (1996). Effects of transformational

leadership training on attitudinal and financial outcomes: A field experiment. Journal of

Applied Psychology, 81, 827-832.

Bass, Bernard M. (1997). Does the transactional-transformational leadership

paradigm transcend organizational and national boundaries? American Psychologist,

52(2),130-139.

ABSTRACT - There is universality in the transactional-transformational leadership paradigm.

That is, the same conception of phenomena and relationships can be observed in a wide

range of organizations and cultures. Exceptions can be understood as a consequence of

unusual attributes of the organizations or cultures. Three corollaries are discussed.

Supportive evidence has been gathered in studies conducted in organizations in business,

education, the military, the government, and the independent sector. Likewise, supportive

evidence has been accumulated from all but 1 continent to document the applicability of the

paradigm.

Bass, Bernard M., Avolio, Bruce J., Jung, Dong I. & Berson, Yair. (2003).

Predicting unit performance by assessing transformational and transactional leadership.

Journal of Applied Psychology, 88(2), 207-218.

ABSTRACT - How do leadership ratings collected from units operating under stable

conditions predict subsequent performance of those units operating under high stress and

uncertainty? To examine this question, the authors calculated the predictive relationships

for the transformational and transactional leadership of 72 light infantry rifle platoon leaders

for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating

in combat simulation exercises. Both transformational and transactional contingent reward

leadership ratings of platoon leaders and sergeants positively predicted unit performance.

The relationship of platoon leadership to performance was partially mediated through the

unit's level of potency and cohesion. Implications, limitations, and future directions for

leadership research are discussed.

Dvir, T., Eden, D., Avolio, B. J.,& Shamir, B. (2002). Impact of transformational

leadership on follower development and performance: A field experiment. Academy of

Management Journal, 45, 735-744.

Eagly, A. H. Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003).

Transformational, Transactional, and Laissez-Faire Leadership Styles : A Meta-Analysis

Comparing Women and Men. Psychological Bulletin 129, 4, 569-591.

ABSTRACT - A meta-analysis of 45 studies of transformational, transactional, and laissez-

faire leadership styles found that female leaders were more transformational than male

leaders and also engaged in more of the contingent reward behaviors that are a component

of transactional leadership. Male leaders were generally more likely to manifest the other

aspects of transactional leadership (active and passive management by exception) and

laissez-faire leadership. Although these differences between male and female leaders were

small, the implications of these findings are encouraging for female leadership because

other research has established that all of the aspects of leadership style on which women

exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which

men exceeded women have negative or null relations to effectiveness.

Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional

leadership, locus of control, and support for innovation: Key predictors of consolidated

business business-unit performance. Journal of Applied Psychology, 78, 891–902.

IN BRIEF: Higher transformational and transactional leadership ratings were associated with

more effective business unit performance.

Judge, T. A. & Piccolo, R. F. (2004). Transformational and transactional Leadership: A

meta-analytic test of their relative validity. Journal of Applied Psychology. 89 (5) 755-768.

Documents

Rowold, J. (2005). Mutifactor Leadership Questionnaire: Psychometric properties of

the German translation by Jens Rowold. Menlo Park, CA: Mind Garden.

International Norms for the MLQ

Citations

American Psychological Association press release reports that the MLQ predicts

leadership in battlefield simulations. See "Leadership Styles That Use Rewards and Shared

Values Help Platoons Perform Well in Simulated Combat Situations: Implications for

Leadership Training in the Military" at the American Psychological Association (3/26/03).

How transformational leadership works: Leadership and the fate of organizations.

Kaiser, Robert B.; Hogan, Robert; Craig, S. Bartholomew American Psychologist. 2008 Feb-

Mar Vol 63(2) 96-110.

"Research on how leaders affect followers' self-concepts indicates that transformational

leadership works by influencing followers to identify with a collective enterprise and to

internalize group aspirations. Transactional leadership appeals to followers' self-interest, but

transformational leadership changes the way followers see themselves—from isolated

individuals to members of a larger group. Transformational leaders do this by modeling

collective commitment (e.g., through self-sacrifice and the use of “we” instead of “I”),

emphasizing the similarity of group members, and reinforcing collective goals, shared

values, and common interests. When followers see themselves as members of a collective,

they tend to endorse group values and goals, and this enhances their motivation to

contribute to the greater good."

Research findings on transformational leadership from "Context and leadership: an

examination of the nine-factor full-range leadership theory using the Multifactor Leadership

Questionnaire" by John Antonakis, Bruce J. Avolio and Nagaraj Sivasubramaniam, The

Leadership Quarterly, 14(3), June 2003, 261-295:

Transformational leaders created greater alignment around strategic visions and missions

Transformational leadership behavior factors are associated with organizational sales

increases, market share, earnings and ROI.

Scores on Transformational leadership predict individual and group performance.

Transformational leadership has been found to explain between 45% and 60% of

organizational performance

Transformational leaders created greater unit cohesion, commitment, and lower turnover.

Transformational leadership predicted higher levels of product innovation in R & D teams

Transformational leaders created safer work environments.

Transformational leadership training has been shown to improve leadership and

associated performance over time.