TY - JOUR
T1 - On the perceived effectiveness of transformational-transactional leadership: The role of encouraged strategies and followers' regulatory focus
AU - Hamstra, Melvyn R. W.
AU - Van Yperen, Nico W.
AU - Wisse, Barbara
AU - Sassenberg, Kai
PY - 2014/10
Y1 - 2014/10
N2 - The present research sought to examine when and why transformational and transactional leadership are perceived by followers to be effective. A series of five studies revealed that perceived effectiveness of transformational and transactional leadership is influenced by the fit between leadership style-driven encouraged strategies and followers' preferred strategies. Specifically, we found that transformational leadership primarily encourages promotion-focused strategies and, accordingly, creates a regulatory fit for promotion-focused followers. In contrast, transactional leadership primarily encourages prevention-focused strategies, creating a regulatory fit for prevention-focused followers. As a consequence of this regulatory fit, leadership is perceived as more effective and predictive of enhanced effort. By integrating literature on self-regulation with insights from leadership research, this research contributes to a deeper understanding of the leadership process and of interpersonal influences on self-regulatory experiences.
AB - The present research sought to examine when and why transformational and transactional leadership are perceived by followers to be effective. A series of five studies revealed that perceived effectiveness of transformational and transactional leadership is influenced by the fit between leadership style-driven encouraged strategies and followers' preferred strategies. Specifically, we found that transformational leadership primarily encourages promotion-focused strategies and, accordingly, creates a regulatory fit for promotion-focused followers. In contrast, transactional leadership primarily encourages prevention-focused strategies, creating a regulatory fit for prevention-focused followers. As a consequence of this regulatory fit, leadership is perceived as more effective and predictive of enhanced effort. By integrating literature on self-regulation with insights from leadership research, this research contributes to a deeper understanding of the leadership process and of interpersonal influences on self-regulatory experiences.
U2 - 10.1002/ejsp.2027
DO - 10.1002/ejsp.2027
M3 - Article
SN - 0046-2772
VL - 44
SP - 643
EP - 656
JO - European Journal of Social Psychology
JF - European Journal of Social Psychology
IS - 6
ER -