The culmination of a long-standing research effort by the author, this book provides the reader with a portion of the research and development that has been completed about transformational leadership. In less than 20 years, the subject has caught the attention of scholars, students, and practicing leaders. Although the book draws heavily from military research, findings in business organizations, educational institutions, government agencies, and hospitals are not ignored because the principles of transformational leadership have considerable generality. Situational differences are discussed and a general model of transformational and transactional leadership describing the consequences is presented. In a nutshell, the author shows that transformational leadership is more effective and satisfying than constructive transactions, and constructive transactions are more effective and satisfying than corrective ones. Passive leadership is least effective and satisfying. Leaders use all these approaches but some do more than others in how they lead. Better leaders are transformational more frequently; less adequate leaders concentrate on correction and passivity.
Transformational Leadership, Second Edition is intended for both the scholars and serious students of leadership. It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory. It can be used as a supplementary textbook in an intense course on leadership--or as a primary text in a course or seminar focusing on transformational leadership.New in the Second Edition:*New, updated examples of leadership have been included to help illustrate the concepts, as well as show the broad range of transformational leadership in a variety of settings.*New chapters have been added focusing specifically on the measurement of transformational leadership and transformational leadership and effectiveness.*The discussion of both predicators and effects of transformational leadership is greatly expanded.*Much more emphasis is given to authentic vs. inauthentic transformational leadership.*Suggestions are made for guiding the future of research and applications of transformational leadership.*A greatly expanded reference list is included.
The study of leadership has many mothers but it was Bernie Bass who became its driving force.
The study of leadership has many mothers but it was Bernie Bass who became its driving force. It brings in substantial new findings, consolidates and conceptualizes previous work, and brings the work of leadership to life with real leaders in real-life situations.
Situational differences are discussed and a general model of transformational and transactional leadership describing the consequences is presented.
Home Browse Books Book details, Transformational Leadership. Transformational Leadership. By Bernard M. Bass, Ronald E. Riggio. Transformational Leadership
Home Browse Books Book details, Transformational Leadership.
This item:Transformational Leadership by Bernard M. Bass Paperback .
In 1997, he was honored by the Society for Psychology in Management with the annual Lifetime Award for the Practice of Psychology in Management. Ronald E. Riggio is the Henry R. Kravis Professor of Leadership and Organizational Psychology and Director of the Kravis Leadership Institute at Claremont McKenna College.
Online version: Bass, Bernard M. Lawrence Erlbaum Associates, 1998 (OCoLC)867577191. All Authors, Contributors: Bernard M Bass. Find more information about: Bernard M Bass.
Transformational Leadership book.
Bernard M. Riggio
Bernard M. Bernard M. Bass is Distinguished Professor of Management Emeritus and Founding Director of the Center for Leadership Studies at Binghamton University, State University of New York.
Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112 ± 121. Bass, . & Yammarino, . Applied Psychology: An International Re- view, 40, 437 ± 454. Beer, M. (1981).