Transformational leadership and performance: A longitudinal investigation

Abstract A model of transformational leadership and performance was developed and tested with a representative sample of 186 United States Navy Officers who were graduates of the United States Naval Academy (USNA) and assigned to the surface warfare fleet. Longitudinal and multisource data concerning these officers were collected from USNA records, 793 senior subordinates of the officers, and the officers' superiors since time of commission. LISREL procedures were used to test the basic model, and results provided support for the proposed conceptualization. Military performance as midshipmen at the USNA predicted officers' subsequent transformational and laissez-faire leadership and officers' appraised performance while on fleet assignment. Officers' transformational leadership while on fleet duty predicted officers' appraised performance. Also, officers' transformational and laissez-faire leadership while on assignment in the fleet predicted attributed effects of the officers' leadership behavior. Implications of the results for leadership theory and practice are discussed.

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