Advancing the Transformational–Transactional Model of Effective Leadership: Integrating two Classic Leadership Models with a Video-Based Method

Marcella A.M.G. Hoogeboom*, Celeste P.M. Wilderom

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

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Abstract

The presented empirical study demonstrates that the predictive validity of Bass' “transformational-transactional” model of leadership can be enhanced by incorporating certain aspects of the older Ohio State “initiating structure-consideration” model of leadership. A precise, fine-grained video-based method shows that “initiating structure” behaviors (e.g., directing, informing, structuring) explained the variance in leader and team effectiveness better than “transactional behavior.” Thus, a refined version of Bass' augmentation thesis is supported: initiating structure behaviors (and not transactional behaviors, as originally posed) plus transformational leader behaviors are associated with high leader effectiveness. Another moderation effect of transformational leadership is established: between management-by-exception active and team effectiveness. The resulting expanded version of the transformational–transactional model calls for further video-based research of effective (team) leadership behaviors.

Original languageEnglish
Pages (from-to)23-46
Number of pages24
JournalJournal of Leadership Studies
Volume13
Issue number2
DOIs
Publication statusPublished - 25 Sep 2019

Keywords

  • UT-Hybrid-D

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