Transformational Leadership in a Management Game Simulation

This investigation examined the practices of transformational and transactional leadership in a management simulation game that spanned a 3-month period. Transformational and transactional leadership were measured by using Bass's (1985) Multifactor Leadership Questionnaire (Form 4). Participants were second-year, part- time and full-time MBA students who worked in teams, each composed of seven to nine members. Each team represented the senior management of a hypothetical manufacturing organization. Data were collected from 27 teams on the perceived leadership of team presidents and the financial performance of their respective teams. Financial performance was based on five traditional indicators of organi zational effectiveness,that is, market share, stock price, earnings per share, return on assets, and debt-to-equity ratio. Analyses of leadership data collected independently of financial performance demonstrated significant and positive relationships be tween active transactional leadership, transformational leadership, and organi zational effectiveness.

[1]  David A. Waldman,et al.  Leadership and outcomes of performance appraisal processes , 1987 .

[2]  Bruce J. Avolio,et al.  Biography and the Assessment of Transformational Leadership at the World-Class Level , 1987 .

[3]  B. Bass,et al.  Transformational Leadership and the Falling Dominoes Effect , 1987 .

[4]  John F. Binning,et al.  Explaining the biasing effects of performance cues in terms of cognitive categorization. , 1986 .

[5]  R. Liden,et al.  Leader-Member Exchange Model of Leadership: A Critique and Further Development , 1986 .

[6]  Noel M. Tichy,et al.  The Transformational Leader. , 1988 .

[7]  J. Komaki.  Toward effective supervision: An operant analysis and comparison of managers at work. , 1986 .

[8]  B. Bass.  LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS , 1985 .

[9]  P. M. Podsakoff,et al.  Effects of leader contingent and noncontingent reward and punishment behaviors on subordinate performance and satisfaction. , 1982, Academy of Management journal. Academy of Management.

[10]  Morgan W. McCall,et al.  Stogdill's Handbook of Leadership , 1982 .

[11]  R. Vecchio.  A further test of leadership effects due to between-group variation and within-group variation. , 1982 .

[12]  F. Luthans,et al.  An experimental analysis of the impact of contingent reinforcement on salespersons' performance behavior. , 1981 .

[13]  R. Lord,et al.  Boundary conditions for performance cue effects on group process ratings: Familiarity versus type of feedback , 1980 .

[14]  R. Lord,et al.  Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires , 1977 .

[15]  T. Mitchell,et al.  PATH-GOAL THEORY OF LEADERSHIP , 1975 .

[16]  G. Graen,et al.  A Role-Making Model of Leadership in Formal Organizations: A Developmental Approach , 1975 .

[17]  Wayne F. Cascio,et al.  Magnitude estimations of expressions of frequency and amount. , 1974 .

[18]  Martin G. Evans,et al.  Extensions of a path-goal theory of motivation. , 1974 .

[19]  T. Dow.  The Theory of Charisma , 1969 .

[20]  E. Shils,et al.  Charisma, Order, and Status , 1965 .

[21]  R. Stogdill.  Interactions Among Superiors and Subordinates , 1955 .