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Relations and Effects of Transformational Leadership: A Comparative Analysis with Traditional Leadership Styles

  • Fernando Molero (a1), Isabel Cuadrado (a1), Marisol Navas (a2) and J. Francisco Morales (a1)

Abstract

This study has two main goals: (a) to compare the relationship between transformational leadership and other important leadership styles (i.e., democratic versus autocratic or relations- and task-oriented leadership) and (b) to compare the effects of transformational leadership and the other styles on some important organizational outcomes such as employees' satisfaction and performance. For this purpose, a sample of 147 participants, working in 35 various work-teams, was used. Results show high correlations between transformational leadership, relations-oriented, democratic, and task-oriented leadership. On the other hand, according to the literature, transformational leadership, especially high levels, significantly increases the percentage of variance accounted for by other leadership styles in relevant organizational outcome variables (subordinates' performance, satisfaction and extra effort).

El presente trabajo persigue dos objetivos principales: (a) comparar las relaciones del liderazgo transformacional con otros estilos de liderazgo clásicos en la literatura organizacional, tales como el liderazgo democrático versus autocrático o el orientado a la tarea-orientado a las relaciones y (b) comparar los efectos del liderazgo transformacional y los estilos de liderazgo mencionados sobre la satisfacción y la eficacia de los empleados. Para cumplir dichos objetivos se seleccionó una muestra de 147 participantes que trabajaban en 35 equipos de trabajo diferentes. Los resultados demuestran la existencia de correlaciones muy elevadas entre el liderazgo transformacional, el liderazgo orientado a las relaciones, el liderazgo democrático y el liderazgo orientado a la tarea. También se encuentra que, tal como predice la literatura, el liderazgo transformacional, sobre todo en niveles altos, aumenta significativamente el porcentaje de varianza explicado por los otros estilos en algunas variables de resultado organizacional importantes (la ejecución de subordinados, satisfacción y esfuerzo extra).

Copyright

Corresponding author

Correspondence concerning this article should be addressed to Fernando Molero, Facultad de Psicología, Departamento de Psicología Social y de las Organizaciones, Universidad Nacional de Educación a Distancia, C/ Juan del Rosal, 10, 28040 Madrid (Spain). E-mail: fmolero@psi.uned.es

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Relations and Effects of Transformational Leadership: A Comparative Analysis with Traditional Leadership Styles

  • Fernando Molero (a1), Isabel Cuadrado (a1), Marisol Navas (a2) and J. Francisco Morales (a1)

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