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The culmination of a long-standing 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.

Transformational Leadership, Second Editionis intended for both the scholars and serious students of leadership. It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory. It can be used as a supplementary textbook in an intense course on leadership--or as a primary text in a course or seminar focusing on transformational leadership.

New in the Second Edition:
*New, updated examples of leadership have been included to help illustrate the concepts, as well as show the broad range of transformational leadership in a variety of settings.
*New chapters have been added focusing specifically on the measurement of transformational leadership and transformational leadership and effectiveness.
*The discussion of both predicators and effects of transformational leadership is greatly expanded.
*Much more emphasis is given to authentic vs. inauthentic transformational leadership.
*Suggestions are made for guiding the future of research and applications of transformational leadership.
*A greatly expanded reference list is included.

Tabla de contenidos provista por Syndetics

• Foreword(p. vii)
• Preface(p. ix)
• Chapter 1 Introduction(p. 1)
• Conclusions(p. 15)
• Chapter 2 Commitment, Involvement, Loyalty, and Performance(p. 18)
• Chapter 3 Stress and Transactional--Transformational Leadership(p. 28)
• Chapter 4 Contingencies of Transformational and Transactional Leadership(p. 48)
• Chapter 5 Transformational and Transactional Organizational Culture(p. 62)
• Chapter 6 Transformational and Transactional Leadership of Men and Women(p. 72)
• Chapter 7 Implications of Transformational Leadership for Organizational Policies(p. 80)
• Chapter 8 Development and Training in Transformational Leadership(p. 92)
• Chapter 9 Prediction of Transformational and Transactional Leadership(p. 117)
• Chapter 10 Rank, Status, and Transformational--Transactional Leadership(p. 128)
• Chapter 11 Empowerment and Laissez-Faire Leadership(p. 138)
• Chapter 12 Substitutes for Transformational and Transactional Leadership(p. 151)
• Chapter 13 Conclusions(p. 162)
• References(p. 176)
• Additional Sources(p. 189)
• Author Index(p. 197)
• Subject Index(p. 203|)

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CHOICE Review

Much attention has recently been given to differentiating between transformational and transactional leadership. Basically, transactional leaders focus on the management and maintenance of the status quo, while transformational leaders focus on motivating followers and bringing about profound organizational change. The original findings in Bass's book result from research supported by the US Army Research Institute for the Behavioral and Social Sciences. As such, numerous references are made to studies conducted on military personnel. Bass (State Univ. of New York, Binghamton) argues, however, that the leadership implications are generalizable to nonmilitary personnel and organizations. Individual chapters are devoted to the impact of transformational leadership on follower stress, organizational culture, training and development, and organizational policies. In addition, significant attention is given to differences in leadership styles as a function of gender, rank, status, and other situational variables. The strengths of this book are in its summaries of numerous research studies from a variety of sources and its expansive bibliography. A basic understanding of statistical analysis techniques is required of the reader. Recommended for upper-division undergraduate through professional collections. P. D. Albro Castleton State College