바로가기메뉴

본문 바로가기 주메뉴 바로가기

logo

메뉴

Transformational/Transactional Leadership: Revisit Using a Multilevel Approach

Abstract

Tak & Jang (2003) studied effects of transformation/transactional leadership using a sample of soldiers in the army, and found that charisma, one of the factors of transformational leadership, and management by exception, one of the factors of transactional leadership, were significantly related with criteria. Since their study had no considerations of the levels issues regarding theory and analysis associated with the examined variables, the incomplete conclusions had room for reanalysis. This study revisited Tak and Jang's research using a series of multilevel analyses such as multilevel agreement, WABA, HLM, to find out which level (i.e., platoon or individual level) is appropriate to discuss the leadership effects in the original research. Results indicated that though individual level effects were similar to the original study, more level-specific phenomena were found from the original research. Based on these findings, implications that overcome misspecification errors were discussed.

keywords
변혁적/거래적 리더십, 다수준 이론, Transformational/transactional leadership, Multilevel theory, ICC, rwg, WABA, HLM

Reference

1.

탁진국, (2003) 거래적 및 변혁적 리더십의 효과 일선 소대장을 중심으로 산업 및 조직,

2.

Avolio B, (1998) Individual consideration viewed at multiple levels of analysis Monographs in Organizational Behavior and Industrial Relations, JAI Press Inc

3.

Bass,B.M, (1985) Leadership and performance beyond expectations, Free Press

4.

Bass, (1987) Biography and the assessment of transformational leadership at the world class level Journal of Management,

5.

Bass, B. M. , (1997) Does the transactional- transformation leadership paradigm transcend organizational and national boundaries?,

6.

Bartko,J.J, (1976) On various intraclass correlation reliability coefficients,

7.

Bliese, P. D. , (2000) Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. , Jossey-Bass

8.

Bliese, (1998) Group size and measures of group-level properties An examination of eta-squared and ICC values Journal of Management,

9.

Chen, (2004) Validating frogs and ponds in multi-level contexts Multilevel issues in organizational behavior and processes, JAI Press Inc

10.

Conger, (1998) The folly of knowing an elephant by its tail Why the leadership field needs multiple levels of analysis Monographs in Organizational Behavior and Industrial Relations, JAI Press Inc

11.

Cook, (1990) Handbook of industrial & organizational psychology, CPP Inc

12.

Dansereau, (2000) DETECT for Windows User's Manual The Institute for Theory Testing,

13.

Dansereau, (2000) Within and between analysis The varient paradigm as an underlying approachto theory building and testing and methods in organizations, Jossey-Bass

14.

Diez-Roux,A.V, (1998) Bringing context back into epidemiology:Variables and fallacies in multilevel analyses,

15.

Dubin, (1976) Theory building in applied area Handbook of industrial and organizational psychology,

16.

George, (1990) and behavior in groups Journal of Applied Psychology,

17.

Glover, (2002) Four principles for being adaptive,

18.

Hofmann, (2000) The application of hierarchical linear modeling to organizational research and methods in organizations, Jossey-Bass

19.

Hofmann,D.A.,, (1996) A cross level investigation of factors influencing unsafe behavior and accidents,

20.

House, (1998) Measures and assessments for the charismatic leadership approach Monographs in Organizational Behavior and Industrial Relations, JAI Press Inc

21.

James, (1984) Estimating within-group interrater reliability with and without response bias Journal of Applied Psychology,

22.

Kim, (2004) And additional view of conducting multi-level construct validation Multilevel issues in organizational behavior and processes, JAI Press Inc

23.

Klein, (2000) and methods in organizations, Jossey-Bass

24.

Klein, (1998) Charismatic leadership and levels of analysis Monographs in Organizational Behavior and Industrial Relations, JAI Press Inc

25.

Kozlowski, (2002) Symposium presented at the 17th Annual Conference of the Society for Industrial and Organizational Psychology,

26.

Kozlowski, (1992) A disagreement about within-group agreement Disentangling issues of consistency versus consensus Journal of Applied Psychology,

27.

Kozlowski, (2000) A multilevel approach to theory and research in organizations and methods in organizations, Jossey-Bass

28.

Kozlowski, (1997) An organizational systems approach for the implementation and transfer of training Improving training effectiveness in work organizations,

29.

Kuhnert, (1994) Developing people through delegation Improving organizational effectiveness through transformational leadership,

30.

Latane, (1979) The causes and consequences of social loafing Journal of Personality and Social Psychology,

31.

Lindell, (1999) Assessing interrater agreement on the job relevance of a test a comparison of the CVI Journal of Applied Psychology,

32.

Locke, (1998) The role of individual consideration and egoism in effective leadership Monographs in Organizational Behavior and Industrial Relations, JAI Press Inc

33.

Lowe, (1996) Effectiveness correlates of transformational and transactional leadership A meta-analytic review of the MLQ literature,

34.

Maas, C. J. M. , (2003) Robustness of multilevel parameter estimates against small sample sizes, Utrecht University

35.

Markham,S.E.,, (2002) Within- and between-entity analyses in multi-level research:A leadership example using single level analyses and boundary condition,

36.

Mok, (1995) Sample size requirements for 2-level designs in educational research,

37.

Ployhart, R. E., , (2002) A multilevel perspective on personnel selection When will practice catch up? In Dansereau & F The Many Faces of Multi-level Issues Research in Multilevel Issues, JAI Press

38.

Raudenbush, S. W. , (2002) Hierarchical linear models: Applications and data analysis methods 2nd Ed, Sage Publications

39.

Raudenbush, (2004) Hierarchical Linear Modeling with the HLM/sL and HLM/3L Programs,

40.

Ryan,A.M, (2003) Defining ourselves:I-O psychology's identity quest,

41.

Calder, (1985) Leadership as an outcome of social structure and process, Kent State University Press

42.

Schmidt,F.L.,, (1996) Measurement error in psychological research:Lessons from 26 research scenarios,

43.

Schneider, (2000) and methods in organizations, Jossey-Bass

44.

A, (2001) The folly of theorizing A selective level-of analysis review of the field and a detailed leader-member exchange illustration,

45.

A, (1995) ? A Multiple- levels-of-analysis reexamination of an Ohio State Leadership study with implications for future research,

46.

(2004) and expectations for career success in mentor?prote´ge´ relationships A multiple levels of analysis perspective,

47.

Tannenbaum, (1998) Training team leaders to facilitate team learning and performance Making Decisions under Stress,

48.

& Dubinsky, (1994) Using levels of analysis to determine boundary conditions,

49.

& Dubinsky, (1997) Academy of Management Journal,

50.

& Markham, (1992) On the application of within and between analysis Are absence and affect really group-based phenomena? Journal of Applied Psychology,

51.

Yukl,G, (2001) Leadership in organizations, Prentice Hall

52.

Zohar,D, (2002) Modifying supervisory practices to improve subunit safety:A leadership-based intervention model,

logo