|Appears in Collections:||Faculty of Health Sciences and Sport Journal Articles|
|Peer Review Status:||Refereed|
|Title:||Transformational leadership: A quasi-experimental study|
|Author(s):||Arthur, Calum A|
|Citation:||Arthur CA & Hardy L (2014) Transformational leadership: A quasi-experimental study. Leadership and Organization Development Journal, 35 (1), pp. 38-53. https://doi.org/10.1108/LODJ-03-2012-0033|
|Abstract:||Purpose - The purpose of this paper is to report a field-based quasi-experimental study designed to examine the effectiveness of a transformational leadership intervention in remediating poor performance. The intervention was conducted on elements of the organization that senior management perceived as being low performing. Design/methodology/approach - A quasi-experimental pre-test post-design was employed to evaluate the effectiveness of the transformational leadership intervention. Pre-test data were collected four months prior to the intervention starting and the post-test data were collected eight months after the intervention had started. Follower perceptions of their leader's behavior and group cohesion, together with training outcome data were used to evaluate the effectiveness of the intervention. Findings - Results revealed that from pre-test to post-test changes in perceptions of leadership, group cohesion, and training outcome indicated that the intervention had beneficial effects. These beneficial effects were evidenced in one of two ways: desirable behaviors increased in the experimental group from pre-test to post-test while they remained the same or were decreased in the control group; or desirable behaviors remained the same in the experimental group while they decreased in the control group. Originality/value - The current study is the first to utilize a quasi-experimental organization wide design to examine the efficacy of a transformational leadership intervention. Furthermore, the current study provides evidence that transformational leadership can buffer negative environmental effects.|
|Rights:||Publisher policy allows this work to be made available in this repository. Published in Leadership & Organization Development Journal, 2014, Vol. 35 Iss: 1, pp.38-53 by Emerald. The original publication is available at: http://www.emeraldinsight.com/doi/full/10.1108/LODJ-03-2012-0033|
|TLB_Intervention_Re_Submission.pdf||Fulltext - Accepted Version||582.45 kB||Adobe PDF||View/Open|
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