Transformational leadership : industrial, military, and educational impact
- Bernard M. Bass.
- Mahwah, N.J. : Lawrence Erlbaum Associates, 1998.
- Physical description
- ix, 208 p. : ill. ; 24 cm.
- Bass, Bernard M.
- Includes bibliographical references (p. 176-195) and indexes.
- Commitment, Involvement, Loyalty and Performance
- Stress and Transactional/Transformational Leadership
- Contingencies of Transformational and Transactional Leadership
- Transformational and Transactional Organizational Culture
- Transformational and Transactional Leadership of Men and Women
- Implications of Transformational Leadership for Organziational Policies
- Development and Training in Transformational Leadership
- Prediction of Transformational and Transactional Leadership
- Rank, Status and Transformational/Transactional Leadership
- Empowerment and Laissez-Faire Leaderhip
- Substitutes for Transformational and Transactional Leadership.
- (source: Nielsen Book Data)
- Publisher's Summary
Research and development to strengthen the foundation of knowledge for leadership selection and development is one of the primary programme areas of the US Army Research Institute for the Behavioural and Social Sciences (ARI). Leadership theory is a crucial component of the necessary foundation of knowledge, helping to shape the applied research efforts and the Army's strategies and policies for effective leader development. The culmination of a longstanding research effort by the author, this book provides the reader with a portion of the research and development that has been completed about transformational leadership. In less than 20 years, the subject has caught the attention of scholars, students and practicing leaders. Although the book draws heavily from military research, findings in business organizations, educational institutions, government agencies and hospitals are not ignored because the principles of transformational leadership have considerable generality. Situational differences are discussed and a general model of transformational and transactional leadership describing the consequences is presented. In a nutshell, the author shows that transformational leadership is more effective and satisfying than constructive transactions, and constructive transactions are more effective and satisfying than corrective ones. Passive leadership is least effective and satisfying. Leaders use all these approaches but some do more than others in how they lead. Better leaders are transformational more frequently; less adequate leaders concentrate on correction and passivity.
(source: Nielsen Book Data)
- Publication date
- 0805826963 (c : alk. paper)
- 0805826971 (p : alk. paper)
- 9780805826968 (c : alk. paper)
- 9780805826975 (p : alk. paper)
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