Transformational leadership

Contextually dependent on individual and cultural values

Authored by: Gregory Bott

The Routledge Companion to Cross-Cultural Management

Print publication date:  May  2015
Online publication date:  April  2015

Print ISBN: 9780415858687
eBook ISBN: 9780203798706
Adobe ISBN: 9781135105709

10.4324/9780203798706.ch34

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Abstract

Discussion and analysis of leadership spans across many disciplines (including organizational studies, psychology, sociology, and political science) and is a very dynamic topic. The topic of leadership, at least from a behavioral perspective, has been on the agenda of researchers for more than 100 years (van Knippenberg, 2011). For the past 25 to 30 years, transformational leadership has been the single most studied and debated leadership theory among academics (Judge & Piccolo, 2004; Rubin et al., 2005; Yukl, 2012; Avolio & Yammarino, 2013). However, a number of authors (e.g., Bryman et al., 1996; Shamir & Howell, 1999; Yukl, 1999; De Hoogh et al., 2005; Peus et al., 2013) have argued that the study of transformational leadership has left a gap in the literature, whereby contextual factors need to be further explored. One contextual factor currently being debated in the literature is whether or not transformational leadership theory can be generalized across cultures. Culture and transformational leadership, however, still remain an understudied area (Avolio & Yammarino, 2013).

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