Backhouse, C.J., Burns, N.D., Dani, Samir and Masood, S.A. (2006) Transformational Leadership and Organizational Culture: The Situational Strength Perspective. Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture, 220 (6). pp. 941-949. ISSN 0954-4054Metadata only available from this repository.
This paper provides a new leadership alignment model incorporating various concepts focusing on leadership styles, organizational leadership, and situational strength. These concepts are brought together to introduce a leadership model, which looks not only at individual leadership and the effect of that on the organization but also at an organization as a system and how leadership behaviour and culture in individual departments or sections in an organization can be explained. Based on the work of Podsakoff et al., a 23-item measure of transformational leadership questionnaire was employed to evaluate transformational leaders. 339 followers from five manufacturing companies were asked to complete the questionnaire about their leaders and it was analysed to identify transformational leaders. The 76 manufacturing leaders then completed the organizational culture assessment instrument and a situational strength questionnaire, which was used to study the hypothesis.
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Schools:||The Business School|
|Depositing User:||Cherry Edmunds|
|Date Deposited:||11 Mar 2014 16:02|
|Last Modified:||11 Mar 2014 16:02|
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