Researching the Trainability of Transformational Organizational Leadership

被引：69

作者：

Parry, Ken W. ^{[1
]}

Sinha, Paresha N. ^{[2
]}

机构：

[1] Griffith Univ, Ctr Work Leisure & Community Res, Nathan, Qld, Australia

[2] Univ Waikito, Waikito Management Sch, Hamilton, New Zealand

来源：

HUMAN RESOURCE DEVELOPMENT INTERNATIONAL | 2005年 / 8卷 / 02期

关键词：

Transformational leadership; 360-degree profiling; training; self-development plan; training evaluation;

D O I：

10.1080/13678860500100186

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Findings about the effectiveness of leadership training vary. This research tests for the effectiveness of transformational leadership training, using the Full Range Leadership Development (FRLD) programme, upon leader behaviours and interactions. The impact of transformational leadership upon organizational performance has already been established. Quasi- field experiment research was conducted, resulting in an increase in the display of all five transformational leadership factors and contingent reward behaviour. There was a reduction in the display of passive transactional leadership behaviour as a result of the training. The extra effort of followers was increased. Goal- setting was found to be effective. Implications are discussed for practitioners and for future research.

引用

页码：165 / 183

页数：19

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