Transformational Leadership and Substitutes for Management: An Exploratory Analysis

Stuart J. M. Weierter

Journal of Management & Organization, 1996, vol. 2, issue 2, 48-58

Abstract: Contemporary writers on management highlight the need for improved leadership within organisations. In this respect, this paper proposes and tests a model that incorporates leadership behaviours, situational variables, and traditional managerial behaviours. The results of this study indicated that, in highly formalised work environments, increasing work group cooperation reduces the need for direction provided by management. Furthermore, the transformational leader behaviours of individualised consideration and intellectual stimulation appeared to impact positively on perceptions of work group cooperation. These findings provide a basis for further research that examines the effects of transformational leader behaviours together with situational variables.

Date: 1996
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Persistent link: https://EconPapers.repec.org/RePEc:cup:jomorg:v:2:y:1996:i:02:p:48-58_00

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