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Transformational Leadership, Second Edition PDF

297 Pages·2005·1.58 MB·English
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tr ansformational leadership Second Edition This page intentionally left blank transformational leadership Second Edition Bernard M. Bass Center for Leadership Studies Binghamton University Ronald E. Riggio Kravis Leadership Institute Claremont McKenna College LAWRENCE ERLBAUM ASSOCIATES, PUBLISHERS 2006 Mahwah, New Jersey London Copyright © 2006 by Lawrence Erlbaum Associates, Inc. All rights reserved. No part of this book may be reproduced in any form, by photostat, microform, retrieval system, or any other means, without prior written permission of the publisher. Lawrence Erlbaum Associates, Inc., Publishers 10 Industrial Avenue Mahwah, New Jersey 07430 www.erlbaum.com Cover design by Kathryn Houghtaling Lacey Library of Congress Cataloging-in-Publication Data Bass, Bernard M. Transformational leadership / Bernard M. Bass, Ronald E. Riggio — 2nd ed. p. cm. Includes bibliographical references and index. ISBN 0–8058–4761–8 (cloth : alk. paper) — ISBN 0–8058–4762–6 (pbk. : alk. paper) 1. Leadership. 2. Organizational change. I. Riggio, Ronald E. II. Title. HD57.7.B373 2005 658.4'092—dc22 2005040138 Books published by Lawrence Erlbaum Associates are printed on acid- free paper, and their bindings are chosen for strength and durability. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Contents Foreword vi Preface to the Second Edition xi 1 Introduction 1 2 The Measurement of Transformational Leadership 19 3 C ommitment, Loyalty, and Satisfaction of Followers 32 of Transformational Leaders 4 Transformational Leadership and Performance 47 5 Stress and Transformational Leadership 57 6 Contingencies of Transformational Leadership 81 7 Transformational Organizational Cultures 99 8 Transformational Leadership of Men and Women 112 9 I mplications of Transformational Leadership 126 for Organizational Policies 1 0 The Development of Transformational Leadership 142 11 Predictors and Correlates of Transformational Leadership 167 1 2 Rank, Status, and Transformational Leadership 181 1 3 Empowerment and Transformational Leadership 193 1 4 S ubstitutes for Transformational Leadership and Teams 210 as Substitutes v vi CONTENTS 1 5 T ransformational Leadership: Future Challenges 224 and Applications References 237 Author Index 265 Subject Index 275 Foreword More than a decade ago in a small conference room at the University of Maryland, we sat with a group of leadership scholars and thrashed out that recurring and problematic question, “Was Hitler a transforming leader?” Mark Moore, one of our colleagues in the Kellogg Leadership Studies Project, had asked, “Can a person be a transformational leader without charisma and virtue? Can the effects of transformational lead- ership be achieved without charisma and virtue in a leader?” “The Hitler Problem,” as we called it back then, was an emblematic question that had routinely arisen in every leadership studies class for the last decade. Whether we spoke of Burns’s conception of large scale change or Bass’s contingency-based approach, Hitler (and those of his ilk) indeed displayed many of the leadership qualities in question. As Dick Couto was to later write, “Bass initially considered transforma- tion to be any fundamental social change without regard to moral values. Transformational leaders, like Hitler, Jim Jones, and David Koresh, may be ‘immoral, brutal, and extremely costly in life, liberty, property, and the pursuit of happiness to [their] victims,’” but they met his defi nition of transforming change. Burns was less certain, but he did admit to Hitler’s invigoration and realignment of his followers, surely a large-scale effort. It was a thorny question. As our meeting progressed, Burns and Bass parsed the distinctions, dipping into history, philosophy, and real life. Burns fi rst sketched out Gunnar Myrdal’s discussion of cumulative causation from An Ameri- can Dilemma, arguing that it can serve as a basis for understanding real, intended social change. To bring the debate down to earth, Bernie vii viii FOREWORD suggested using Franklin D. Roosevelt’s presidential leadership as a lens to examine Myrdal’s premises, and the two older scholars who had lived through the Roosevelt presidency and its effects captivated the attention of the younger scholars until early evening. On Day 2, we turned to Bass, who sketched out his recent empirical work on the topic. As the hours stretched on, the rest of the small group—Dick Couto, Georgia Sorenson, Jane Howell, Larraine Matusak, Bruce Avo- lio, and Gill Hickman—sat back and watched Burns and Bass reason and cajole each other. After 3 days of intense debate, Burns, the scholar, took a bold stand: From his perspective, the term “leadership” should be reserved for the forces of good, and other terms like “tyrant,” “despot,” and so forth should serve as descriptors for other normative behaviors. Bass, the master researcher, took perhaps an even bolder approach as he began to mentally scan his prodigious research output of many decades and to challenge his own basic assumptions. In the end, Bass crafted the concept of “pseudotransformational” (which later informed his think- ing on authentic vs. inauthentic transformational leadership), and thus both Burns and Bass came to agreement on this long-standing conun- drum: Hitler was not a transformational leader. That small group, so many years ago, revealed the essential Bernie Bass. Brilliant, unrelenting, but profoundly intellectually honest, Ber- nie is the very model of an intellectual—kindly toward other scholars, inclusive of younger colleagues, modest about his own achievements, and consistently raising basic questions than can help guide and chal- lenge other scholars. His legacy is an international tidal wave of researchers and scholars exploring transformational leadership. Bernie authored 18 books and conducted research studies, edited books, and wrote articles (including many with younger authors) that number in the hundreds. Those of us who care about leadership owe a tremendous debt to his scholarship and to his leadership. The study of leadership has many mothers, but it was Bernie Bass who became its driving force. We are delighted to have this new edition of Transformational Lead- ership and to fi nd the markedly thoughtful infl uence of leadership scholar and social psychologist Ron Riggio. This volume brings in substantial new fi ndings, consolidates and conceptualizes previous work and brings the work of leadership to life with real leaders in real-life situations. If we were to be involved in the next edition, we FOREWORD ix would insist that one more example be included in the book’s stable of outstanding transformational leaders: Bernard Bass. James MacGregor Burns James MacGregor Burns Academy of Leadership University of Maryland Georgia Sorenson James MacGregor Burns Academy of Leadership University of Maryland

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