Journals / Business and Management Studies: An International Journal / 2021 / Cilt: 9 - Sayı: 4

A conceptual study on the theoretical framework of transformational and transactional leadership models

Dönüştürücü ve işlemsel liderlik modellerinin kuramsal çerçevesi üzerine kavramsal bir çalışma

Pages
1708–1720
Publication Date
2022-10-11
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

In addition, implications for practice and research are made by discussing the theoretical bases of transformational and transactional leadership models.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:This study aimed to explain the theoretical bases of transformational and transactional leadership models applied by managers operating in public and private organizations.
📊
Key Findings & Data:Transformational and transactional leadership models make significant contributions to the effectiveness and efficiency of organizations.
💡
Conclusion & Impact:In addition, implications for practice and research are made by discussing the theoretical bases of transformational and transactional leadership models.
🔬Design:Review & Systematic Survey
📍Scope:Comprehensive Sample
⚙️Variables:Domain Parameters

Abstract

This study aimed to explain the theoretical bases of transformational and transactional leadership models applied by managers operating in public and private organizations. Both public and private organizations should be managed by influential leaders to survive and achieve their goals productively. Transformational and transactional leadership models make significant contributions to the effectiveness and efficiency of organizations. In this respect, it is essential to understand the intellectual structure that underpins transformational and transactional leadership models. Therefore, in this review, a theoretical framework that helps conceive the formation process of transformational and transactional leadership models and provides a ground for them is constructed through a qualitative approach and a comprehensive literature search. In addition, implications for practice and research are made by discussing the theoretical bases of transformational and transactional leadership models.

Özet

Bu çalışmanın amacı gerek kamu, gerekse özel örgütlerde faaliyette bulunan yöneticiler tarafından uygulanan dönüştürücü ve işlemsel liderlik modellerinin kuramsal altyapısını açıklamaktır. Gerek kamu örgütleri, gerekse özel örgütler verimli bir şekilde varlıklarını sürdürebilmeleri ve amaçlarını gerçekleştirebilmeleri için etkili liderler tarafından yönetilmelidir. Dönüştürücü ve işlemsel liderlik modelleri örgütlerin etkinliğine ve etkililiğine önemli katkılar sağlamaktadır. Bu bakımdan dönüştürücü ve işlemsel liderlik modellerine zemin oluşturan düşünsel yapının anlaşılması önem arz etmektedir. Bu nedenle bu derleme çalışmasında nitel bir yaklaşımla kapsamlı bir yazın incelemesi yapılarak dönüştürücü ve işlemsel liderlik modellerinin oluşum sürecini anlaşılır kılan ve destekleyen kuramsal bir çerçeve oluşturulmuştur. Ayrıca dönüştürücü ve işlemsel liderlik modellerinin kuramsal dayanakları tartışılarak uygulamaya ve araştırmaya yönelik çıkarımlarda bulunulmuştur.

🔖

Cite This Article

İYİGÜN, N. Ö., YALÇINTAŞ, M., BAŞAR, U. (2022). A conceptual study on the theoretical framework of transformational and transactional leadership models. Business and Management Studies: An International Journal, Cilt: 9 - Sayı: 4, 1708–1720. https://ajindex.com/articles/470347

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (14)

  1. Afsar, B., Badir, Y. F., Saeed, B. B. & Hafeez, Z. (2017). Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries. The International Journal of Human Resource Management, 28(2), 307-332.
  2. Allis, N. M. (2000). Transformational leadership democratic or despotic? Educational Management & Administration, 28(1), 7–20.
  3. Atwater, L. E. & Yammarino, F. J. (1996). Bases of power in relation to leader behavior: A field investigation. Journal of Business and Psychology, 11(1), 3-22.
  4. Avolio, B. J., Bass, B. M. & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the multifactor leadership questionnaire. Journal of Occupational and Organizational Psychology, 72, 441-462.
  5. Avolio, B. J. & Bass, B. M. (2002). Developing potential across a full range of leadership: Cases on transactional and transformational leadership. London: Lawrence Erlbaum Associates. Barling, J., Christie, A. & Turner, N. (2008). Pseudo-transformational leadership: Towards the development and test of a model. Journal of Business Ethics, 81(4), 851–861.
  6. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
  7. Bass, B. M. (1990). Bass & Stogdill's handbook of leadership. New York: Free Press.
  8. Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32.
  9. Bass, B. M. & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181–217.
  10. Başar, U. & Basım, N. (2018). Paradoksal liderlik modeli. Amme İdaresi Dergisi, 51(3), 121-153.
  11. Berkovich, I. & Eyal, O. (2021). Transformational leadership, transactional leadership, and moral Reasoning. Leadership and Policy in Schools, 20(2), 131-148.
  12. Burns, J. M. (1978). Leadership. New York: Harper & Row. Bycio, P., Hackett, R. D. & Allen, J. S. (1995). Further assessment of Bass’s (1985) conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80(4), 468-478.
  13. Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider’s perspective on these developing streams of research. Leadership Quarterly, 10(2), 145–179.
  14. Crews, E., Brouwers, M. & Visagie, J. C. (2019). Transformational and transactional leadership effects on communication styles. Journal of Psychology in Africa, 29(5), 421-428. Den