Transformational Leadership, Second Edition

297 Pages·2005·1.58 MB·English

by  Bernard M. Bass, Ronald E. Riggio

tr ansformational
leadership
Second Edition
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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