Journal article
Authors list: Walter, Frank; Bruch, Heike
Publication year: 2010
Pages: 765-782
Journal: The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science
Volume number: 21
Issue number: 5
ISSN: 1048-9843
eISSN: 1873-3409
DOI Link: https://doi.org/10.1016/j.leaqua.2010.07.006
Publisher: Elsevier
This article empirically investigates the role of organizational structure in the transformational leadership (TFL) process. We examine organizational centralization, formalization, and size as antecedents of an organization's TFL climate, and as moderators of the relationship between TFL climate and productive organizational energy (POE). Hypotheses are tested using a sample of 125 organizations. Results show that both the centralization and size of an organization are negatively related to its TFL climate, whereas formalization has a positive association. Further, while there is a positive linkage between TFL climate and POE, both centralization and formalization moderate this relationship. The TFL climate-POE linkage is diminished under conditions of high centralization, and it is enhanced under conditions of high formalization. These findings point to the role of organizational structure as a boundary condition for both the occurrence and the effectiveness of TFL in organizations. The paper concludes by acknowledging its limitations and discussing its implications for practice and research.
Abstract:
Citation Styles
Harvard Citation style: Walter, F. and Bruch, H. (2010) Structural impacts on the occurrence and effectiveness of transformational leadership: An empirical study at the organizational level of analysis, The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science, 21(5), pp. 765-782. https://doi.org/10.1016/j.leaqua.2010.07.006
APA Citation style: Walter, F., & Bruch, H. (2010). Structural impacts on the occurrence and effectiveness of transformational leadership: An empirical study at the organizational level of analysis. The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science. 21(5), 765-782. https://doi.org/10.1016/j.leaqua.2010.07.006