EFFECTS OF TRANSFORMATIONAL LEADERSHIP ON SUBORDINATE MOTIVATION, EMPOWERING NORMS, AND ORGANIZATIONAL PRODUCTIVITY

Abstract

As part of an integrative model of leadership, transformational (versus transactional) styles are proposed to be related to subordinates' motivation and commitment to quality, the strength of empowering norms at the subunit level, and organizational productivity. Transformational and transactional styles also are proposed to be related to the self‐image of leaders. Hypotheses are tested in a military setting, the United States Army Recruiting Command, through the use of survey data provided by mid‐level leaders, station commanders, and recruiters. Data are supplemented by direct measures of subunit productivity. Results support some, but not all, of the proposed hypotheses. Implications for research and practice are presented, along with limitations of the research.

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