In this blog post, I review the study entitled: Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research, by Wang, Oh, Court right, and Colbert (2011). In my review, I briefly describe the main implications of transformational leadership and performance across criteria and levels for managers. Sequel to this, I explore how I could use the findings in the study to become a better leader.

Lastly, I define and describe the principles of ethical leadership with emphasis on two of the five principles covered Northouse’s (2016) book entitled: Leadership: Theory and practice.

The main implications of transformational leadership and performance across criteria and levels for managers

Bass’s (1985) study (as cited in Wang et al., 2011, p. 224), proposed that the transactional leadership style, when applied, results in the expected levels of performance; in contrast, the transformational leadership (TL) style had the potential of producing levels of performance that are beyond expectations. As a sequel, by applying meta-analysis, Wang et al. (2011), sought to provide a clearer understanding of what was meant by a performance that was beyond expectations, in the context of TL. Specifically, with the aid of meta-analysis, they sought to estimate how TL affected performance across individual, team and organizational levels of analysis across various criterion types (Wang et al., 2011, p. 249).

In furtherance of their objectives, Wang et al (2011) explored the following hypothesis:

(a) Whether TL was positively related to the task, the contextual and creative performance of individual followers,

(b) Whether TL had a stronger positive relationship with individual follower contextual performance than with individual follower task performance,

(c) Whether TL was positively related to team-level performance,

(d) Whether TL was positively related to organizational-level performance,

(e) Whether TL explains unique variance in individual follower task performance beyond the effects of transactional leadership,

(f) Whether transactional leadership explains unique variances in individual follower task performance beyond the effects of TL,

(g) Whether TL explains unique variance in individual follower contextual performance beyond the effects of transactional leadership, and

(h) Whether TL explains unique variance in team performance beyond transactional leadership.

The results presented in Wang’s et al. (2011) study showed that all the hypothesis with the exclusion of (e), were supported. Consequently, Wang et al. (2011), posited the following implications of TL for managers:

TL does enhance the performance of individual followers, the team and the organization. Hence, organizations should pay attention to the leadership style of their managers and explore the possibility of exposing them to training interventions that could help them adopt a TL approach.

Individuals who exude extraversion and emotional stability are more likely to become transformational leaders; such individuals may be considered for promotion into managerial positions (Bono & Judge, 2004, as cited in Wang et al., 2011, p. 253).

TL is most effective in leadership settings where teamwork and collaboration among employees are critical (Podsakoff, Ahearne, & MacKenzie, 1997, as cited in Wang et al., 2011, p. 253). Conversely, when jobs require little interdependence or collaboration, a transactional leadership style could be more effective (Wang et al., 2011, p. 253).

To become a better leader, I would apply the above results to my ever-changing and somewhat complex leadership context. Specifically, when the job at hand is task-based and requires much lesser collaboration or interdependence, as recommended by Wang et al. (2011), I could consider adopting a more transactional leadership style for more effective performances. An example of such a situation is where I need to coordinate work that had been outsourced to external contractors or suppliers who are typically highly skilled and are being paid to produce well-understood deliverables.

I would work towards enhancing my TL capacity. In view of Wang’s et al. (2011) assertion which states that TL does not positively affect individual follower task performance beyond the effects of transactional leadership, I would apply my TL capacity towards helping my core team produce team performances that surpass expectations. Furthermore, at an individual level, I would consider ensuring that team members are routinely empowered with the skills, tools and personal motivation they need to boost their own performance within the team.

Finally, based on Wang’s et al. (2011) recommendations, I would consider individuals who demonstrate extraversion and emotional stability for possible promotion into managerial positions as much as it is practicable, after making other considerations.

Ethical leadership and its principles

In extensive terms, ethics refers to those moral principles or values which are considered acceptable by individuals or the society at large; it informs what is deemed right or wrong and good or wrong in a particular situation (Northouse, 2016, p. 330). As an example, one could argue that charitable deeds are considered acceptable while stealing is deemed to be unacceptable in most cultures across the world. Hence, ethically, individuals or society at large, consider charitable acts as being right or proper while stealing, is regarded as wrong or bad.

Applied to leadership, ethics could be defined as those moral principles or values which inform how a leader behaves and the decisions a leader takes (Northouse, 2016, p. 330). Kohlberg’s (1984) study (as cited in Northouse, 2016, p. 330) suggests that a leaders’ ethics are influenced by their moral development which occurs in three stages:

(1) The consequences of ones’ actions inform conventional morality in moral principles,

(2) Conventional morality in which societal views and expectations inform moral principles and,

(3) Post-conventional morality in which moral principles are informed by the leaders’ conscience and their need to create a just society.

There exist 5 Ethical leadership principles which were described in Northouse’s study (2016, p. 341). Based on these principles, ethical leaders are expected to: (a) respect others, (b) serve others, (c) be fair and just to others, (d) be honest and, (e) build communities (Northouse, 2016, pp. 341-347).

Northouse (2016, p. 337) asserts that “ethics is central to leadership because of the nature of the process of influence, the need to engage followers in accomplishing mutual goals, and the impact leaders have on the organization’s values.” Consequently, two of the five ethical leadership principles which I consider most important are:

Ethical leaders are expected to respect others and,

Ethical leaders are supposed, to be honest.

Respecting others entails acknowledging and accepting the intrinsic worth of people or followers in a leadership context (Northouse, 2016, p. 342). Hence, leaders who show respect to others would allow them to maintain their individuality even when their views or opinions appear different from that of the leader (Northouse, 2016, p. 342).

When leaders are honest, their followers and others alike, have faith in them and trust them almost wholly (Northouse, 2016, p. 346). As a result of this, the relationship between both leader and followers alike is continually enriched, and leaders can better influence the followers towards achieving set objectives (Northouse, 2016, p. 346). Lastly, Costa’s (1998) study (as cited in Northouse, 2016, p. 346) suggests that being honest implies that a leader does not make promises which they do not intend to or cannot deliver, a leader remains accountable and fulfils their obligations.

In conclusion, I have chosen respecting others and honesty as the more essential principles because I believe that with these two, leaders are better able to influence others and with these, leaders have laid the foundations for services, justice and fairness, and, community building.

 

References

Northouse, P.G. (2016). Leadership: Theory and Practice. (7th ed.). SAGE Publications.

Wang, G., Oh, I., Courtright, S.H., & Colbert, A.E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270. doi:10.1177/1059601111401017