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Transformational leadership and organizational culture: the situational strength perspective

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journal contribution
posted on 01.05.2009, 09:06 by Syed A. Masood, Samir Dani, Neil D. Burns, Chris Backhouse
This paper provides a new leadership alignment model incorporating various concepts focusing on leadership styles, organizational leadership, and situational strength. These concepts are brought together to introduce a leadership model, which looks not only at individual leadership and the effect of that on the organization but also at an organization as a system and how leadership behaviour and culture in individual departments or sections in an organization can be explained. Based on the work of Podsakoff et al., a 23-item measure of transformational leadership questionnaire was employed to evaluate transformational leaders. 339 followers from five manufacturing companies were asked to complete the questionnaire about their leaders and it was analysed to identify transformational leaders. The 76 manufacturing leaders then completed the organizational culture assessment instrument and a situational strength questionnaire, which was used to study the hypothesis

History

School

  • Mechanical, Electrical and Manufacturing Engineering

Citation

MASOOD, S.A. ... et al., 2006. Transformational leadership and organizational culture: the situational strength perspective. Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture, 220(6), pp. 941-949.

Publisher

© IMechE / Professional Engineering Publishing

Version

VoR (Version of Record)

Publication date

2006

Notes

This article has been published in the journal, Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture [© PEP]. The definitive version is available at: http://dx.doi.org/10.1243/09544054JEM499

ISSN

0954-4054

Language

en

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