Instrumental leadership: Measurement and extension of transformational-transactional leadership theory.

Détails

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Etat: Serval
Version: de l'auteur
ID Serval
serval:BIB_2F5D9742083C
Type
Article: article d'un périodique ou d'un magazine.
Collection
Publications
Titre
Instrumental leadership: Measurement and extension of transformational-transactional leadership theory.
Périodique
The Leadership Quarterly
Auteur(s)
Antonakis J., House R. J.
ISSN
1048-9843
Statut éditorial
Publié
Date de publication
08/2014
Peer-reviewed
Oui
Volume
25
Numéro
4
Pages
746-771
Langue
anglais
Résumé
Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range-transformational, transactional, and laissez faire-leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL predicted top-level leader emergence controlling for the full-range factors, initiating structure, and consideration. It also explained unique variance in outcomes beyond the full-range factors; the effects of transformational leadership were vastly overstated when IL was omitted from the model. We discuss the importance of a "fuller full-range" leadership theory for theory and practice. We also showcase our methodological contributions regarding corrections for common method variance (i.e., endogeneity) bias using two-stage least squares (2SLS) regression and Monte Carlo split-sample designs.
Mots-clé
Instrumental leadership, Transformational leadership, Transactional leadership, Strategic leadership, Common method variance
Web of science
Open Access
Oui
Création de la notice
01/05/2014 22:04
Dernière modification de la notice
08/05/2019 16:34
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