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      What type of leadership behaviors are functional in teams? A meta-analysis

      , , , , ,
      The Leadership Quarterly
      Elsevier BV

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          Transformational and transactional leadership: a meta-analytic test of their relative validity.

          This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (c) 2004 APA, all rights reserved
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            Meta-analysis: recent developments in quantitative methods for literature reviews.

            We describe the history and current status of the meta-analytic enterprise. The advantages and historical criticisms of meta-analysis are described, as are the basic steps in a meta-analysis and the role of effect sizes as chief coins of the meta-analytic realm. Advantages of the meta-analytic procedures include seeing the "landscape" of a research domain, keeping statistical significance in perspective, minimizing wasted data, becoming intimate with the data summarized, asking focused research questions, and finding moderator variables. Much of the criticism of meta-analysis has been based on simple misunderstanding of how meta-analyses are actually carried out. Criticisms of meta-analysis that are applicable are equally applicable to traditional, nonquantitative, narrative reviews of the literature. Much of the remainder of the chapter deals with the processes of effect size estimation, the understanding of the heterogeneity of the obtained effect sizes, and the practical and scientific importance of the effect sizes obtained.
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              Two Decades of Research and Development in Transformational Leadership

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                Author and article information

                Journal
                The Leadership Quarterly
                The Leadership Quarterly
                Elsevier BV
                10489843
                June 2006
                June 2006
                : 17
                : 3
                : 288-307
                Article
                10.1016/j.leaqua.2006.02.007
                31286277
                5def232d-b4a5-4204-9376-f97e8986b20c
                © 2006

                http://www.elsevier.com/tdm/userlicense/1.0/

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