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Books on the topic 'Transactional leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

J, Avolio Bruce, and Bass Bernard M, eds. Developing potential across a full range of leadership: Cases on transactional and transformational leadership. Mahwah, N.J: Lawrence Erlbaum Associates, 2002.

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2

Khokhar, Faisal. Transformational and transactional leadership: An exploratory study in a developing country. Manchester: Manchester Business School, Phd, 2001.

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3

Albritton, Rosie L. Transformational vs. transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness. Ann Arbor, Mich: University Microfilms International, 1993.

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4

Walumbwa, Fred O., and Tara Wernsing. From Transactional and Transformational Leadership to Authentic Leadership. Oxford University Press, 2012. http://dx.doi.org/10.1093/oxfordhb/9780195398793.013.0023.

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5

Arenas, Fil J. Casebook of Transformational and Transactional Leadership. Taylor & Francis Group, 2019.

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6

Arenas, Fil J. Casebook of Transformational and Transactional Leadership. Taylor & Francis Group, 2019.

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7

Casebook of Transformational and Transactional Leadership. Taylor & Francis Group, 2019.

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8

Arenas, Fil J. Casebook of Transformational and Transactional Leadership. Taylor & Francis Group, 2019.

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9

Blokdyk, Gerardus. Transactional Leadership a Complete Guide - 2020 Edition. Emereo Pty Limited, 2020.

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10

Arenas, Fil J. A Casebook of Transformational and Transactional Leadership. Routledge, 2019. http://dx.doi.org/10.4324/9781315178707.

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11

Avolio, Bruce J., and Bass Bernard M. Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership. Taylor & Francis Group, 2001.

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12

Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership. Taylor & Francis Group, 2015.

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13

(Editor), Bruce J. Avolio, and Bernard M. Bass (Editor), eds. Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership. Lawrence Erlbaum, 2001.

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14

Avolio, Bruce J., and Bass Bernard M. Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership. Taylor & Francis Group, 2001.

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15

Avolio, Bruce J., and Bass Bernard M. Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership. Taylor & Francis Group, 2001.

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16

Avolio, Bruce J., and Bass Bernard M. Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership. Taylor & Francis Group, 2001.

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17

Avolio, Bruce J., and Bass Bernard M. Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership. Taylor & Francis Group, 2001.

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18

Avolio, Bruce J., and Bass Bernard M. Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership. Taylor & Francis Group, 2001.

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19

Gottlieb, Terry Diane Walsh. TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP SYTLES OF CHIEF AND ASSOCIATED CHIEF NURSES IN DEPARTMENT OF VETERANS' AFFAIRS MEDICAL CENTERS: A DESCRIPTIVE STUDY (VA HOSPITALS, CHIEF NURSES, NURSES, TRANSACTIONAL LEADERSHIP, LEADERSHIP). 1990.

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20

B. G. Nash Sr. Th.D. Transformational and Transactional Leadership in Mental Health and Substance Abuse Organizations. iUniverse, Incorporated, 2022.

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21

B. G. Nash Sr. Th.D. Transformational and Transactional Leadership in Mental Health and Substance Abuse Organizations. iUniverse, Incorporated, 2022.

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22

B. G. Nash Sr. Th.D. Transformational and Transactional Leadership in Mental Health and Substance Abuse Organizations. iUniverse, Incorporated, 2022.

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23

Empson, Laura. Leadership Dynamics. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198744788.003.0003.

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This chapter explains in detail how leadership actually happens in a professional organization. The concept of plural leadership emphasizes that leadership is something that happens between people and is therefore co-constructed through interaction. This chapter develops a model of plural leadership dynamics, which emphasizes how leadership is fluid and unstable, changing and adapting as the relations between professionals change and adapt. Leadership dynamics in this context encompasses three microdynamics: ‘legitimizing’, ‘negotiating’, and ‘manoeuvring’. In other words, the model demonstrates how leadership in professional organizations is the result of a complex and highly nuanced set of interactions among peers, rather than a simpler, more transactional exchange between leaders and followers. In professional organizations, leadership represents an unstable equilibrium—it changes and adapts as relations between professionals change and adapt. The leaders who misjudge the subtleties of these interactions will quickly discover that nobody has to ‘follow’ them.

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24

Platow, Michael J., S. Alexander Haslam, and Stephen D. Reicher. The Social Psychology of Leadership. Edited by Stephen G. Harkins, Kipling D. Williams, and Jerry Burger. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199859870.013.14.

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Leadership is the process of influencing others in a manner that enhances their contribution to the realization of group goals. We demonstrate how social influence emerges from psychological in-group members, particularly highly in-group prototypical ones. Through leader fairness, respect, and other rhetorical behaviors, leaders become entrepreneurs of identity, creating a shared sense of “us.” Personality research reveals contextual variability in correlations with leadership outcomes, suggesting that situational parameters exert their own influence over the influence of would-be leaders. Successful transactional leadership is predicated upon a shared social identity, and transformational leadership can help create that identity. Group members have shared beliefs about what makes a leader, with these beliefs themselves fluctuating with changes in the group and intergroup context. Approaching the analysis of leadership from a psychological group perspective allows us to understand leadership literature as an integrated oeuvre that provides insight into leadership’s foundation.

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25

Kilker, Mark Joseph. TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES: AN EMPIRICAL INVESTIGATION OF ROGERS' PRINCIPLE OF INTEGRALITY. 1994.

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26

Piccolo, Ronald F., Claudia Buengeler, and Timothy A. Judge. Leadership [Is] Organizational Citizenship Behavior: Review of a Self-Evident Link. Edited by Philip M. Podsakoff, Scott B. Mackenzie, and Nathan P. Podsakoff. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190219000.013.39.

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In this chapter, we focus on the theoretical and empirical relationship between leadership and organizational citizenship behavior (OCB), arguing that leadership, at its conceptual core, is extra-role behavior (i.e., leadership [is] OCB). Updating and extending Organ, Podsakoff, and MacKenzie’s (2006) chapter, we review both traditional (e.g., transformational leadership, transactional leadership, initiating structure, and consideration behaviors) and contemporary models of leader behavior (e.g., ethical, authentic, and servant leadership behaviors). In doing so, we report meta-analytic results comparing leadership models and the activities that underlie those models. We close by discussing three potential avenues for continued research in this domain.

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27

Altieri, Lauren Beth. TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP IN HOSPITAL NURSE EXECUTIVES IN THE COMMONWEALTH OF PENNSYLVANIA: A DESCRIPTIVE STUDY. 1995.

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28

Kunst, Klaas, and Anne de Graaf. Your Leadership Role and Professional Identity: The Contributions of Transactional Analysis, Systems Theory, Group Relations and Einstein. Sherwood Publishing, 2019.

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29

Chhibber, Pradeep K., and Rahul Verma. Transformational Leaders and Ideological Shifts. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190623876.003.0007.

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The role of leadership in Indian politics is not well understood. Often Indian politicians, in line with the thesis that India is a patronage democracy, are presented as transactional leaders who win votes and elections by promising voters private or club goods. Transactional leaders are important to help citizens navigate an opaque state and deeply hierarchical bureaucracy, but their ability to mobilize votes on the national canvas is overstated as is their impact on the party system. We show that leaders who succeed in projecting themselves as transformational politicians who offer clear and distinct ideological visions with respect to the politics of statism and the politics of recognition, have been responsible for the large shifts in India’s party system. Transformational leaders are important because they can hold the party organization, make cross-cutting coalitions, energize vote mobilizers and increase turnout for the party.

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30

Shieh, Hueih-Lirng. A STUDY OF THE PERCEPTIONS OF TRANSFORMATIONAL VERSUS TRANSACTIONAL LEADERSHIP STYLE AS AN INFLUENCE ON NURSING FACULTY JOB SATISFACTION IN ASSOCIATE AND BACCALAUREATE DEGREE PROGRAMS IN TAIWAN (CHINA). 1996.

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31

Meyer, Mark A. Video Leadership Seminars: Legal Strategies for Conducting Transactions in Emerging Markets with Mark Meyer of Herzfeld & Rubin, P.C. (Video Leadership Seminars). ReedLogic, 2006.

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32

Staff, Aspatore Books. International Trade & Transactions Law 2007: Top Lawyers on Trends and Key Strategies for the Upcoming Year (Aspatore Thought Leadership). Aspatore Books Staff, 2007.

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33

Willumsen, David M. The Acceptance of Party Unity in Parliamentary Democracies. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198805434.001.0001.

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The central argument of this book is that voting unity in European legislatures is not primarily the result of the ‘disciplining’ power of the leadership of parliamentary parties, but rather the result of a combination of ideological homogeneity through self-selection into political parties and the calculations of individual legislators about their own long-term benefits. Despite the central role of policy preferences in the subsequent behaviour of legislators, preferences at the level of the individual legislator have been almost entirely neglected in the study of parliaments and legislative behaviour. The book measures these using an until now under-utilized resource: parliamentary surveys. Building on these, the book develops measures of policy incentives of legislators to dissent from their parliamentary parties, and show that preference similarity amongst legislators explains a very substantial proportion of party unity, yet alone cannot explain all of it. Analysing the attitudes of legislators to the demands of party unity, and what drives these attitudes, the book argues that what explains the observed unity (beyond what preference similarity would explain) is the conscious acceptance by MPs that the long-term benefits of belonging to a united party (such as increased influence on legislation, lower transaction costs, and better chances of gaining office) outweigh the short-terms benefits of always voting for their ideal policy outcome. The book buttresses this argument through the analysis of both open-ended survey questions as well as survey questions on the costs and benefits of belonging to a political party in a legislature.

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