Improving Organizational Effectiveness Through Transformational Leadership

Front Cover
Bernard M. Bass, Bruce J. Avolio
SAGE, 1994 - Business & Economics - 238 pages
1 Review
How can managers bring about optimum performance from the individuals in their organizations? What leadership techniques produce the most effective organizations? This book examines the theory and practice of the dynamic and innovative style of transformational leadership. The transformational leader encourages followers by acting as a role model, motivating through inspiration, stimulating intellectually, and giving individualized consideration to their needs and goals. Chapters explore how transformational leadership affects important issues in today's organizations such as delegation, teamwork, decision making, total quality management and corporate reorganization.
 

What people are saying - Write a review

User Review - Flag as inappropriate

Books
Improving Organizational Effectiveness Through Transformational Leadership
Bernard M. Bass, Bruce J. Avolio - Business & Economics - 1994 - 238 pages
How can managers bring about optimum performance from the individuals in their organizations? What leadership techniques produce the most effective organizations? This book examines the theory and practice of the dynamic and innovative style of transformational leadership. The transformational leader encourages followers by acting as a role model, motivating through inspiration, stimulating intellectually, and giving individualized consideration to their needs and goals. Chapters explore how transformational leadership affects important issues in today's organizations such as delegation, teamwork, decision making, total quality management and corporate reorganization.
Limited preview - About this book -
Rating:
Review:
This review will be public.Learn more
Advanced Book Search
About Google Books - Privacy Policy - Terms of Service - Blog - Information for Publishers - Report an issue - Help - Sitemap - Google Home
 

Contents

Extensions of the Indirect Models
39
Conclusion
46
Transformational Leadership in Teams
48
Task Characteristics
54
Characteristics of the Team
60
Interactions of Teams and Individuals
68
IndividualLeader Interactions
74
Transformational Leadership
81
Phases Linkages Leadership
109
Search and Innovation
116
TQM Leadership and Individual
137
Strategies for Change and Improvement
146
9 Corporate Reorganization
173
Conclusion and Implications
202
Author Index
218
About the Editors
236

The Leadership Challenges of MFTs
90
Summarizing the Four
100

Common terms and phrases

References to this book

All Book Search results »

About the author (1994)

Dr. Bernard M. Bass was Distinguished Professor Emeritus in the School of Management at Binghamton University and director of the Center for Leadership studies. Since 1946, he has published more than four hundred journal articles and twenty-six books concentrating on leadership, behavior, and international management. Dr. Bass has consulted and conducted training for many of the Fortune 500 firms and conducted workshops in more than forty countries. He was founding editor of "The Leadership Quarterly."

Bruce J. Avolio

Marion B. Ingersoll Professor, Executive Director, Center for Leadership and Strategic Thinking

Michael G. Foster School of Business, University of Washington

Dr. Avolio has an international reputation as a researcher and practitioner in leadership. He has consulted with public and private organizations in North and South America, Africa, Europe, and Southeast Asia, as well as in Australia, New Zealand, Saudi Arabia and Israel. His research and consulting includes work with the militaries of the United States of America, Singapore, Sweden, Finland, Israel, and South Africa.

Dr. Avolio is a fellow of the Academy of Management, American Psychological Society, American Psychological Association and the Gerontological Society. He is the former President of the Society for Human Resource Management Foundation and the Organizational Behavior Division of the Academy of Management.

Dr. Avolio has published 10 books and over a 125 articles on leadership and related areas. His books include Transformational and Charismatic Leadership: The Road Ahead (Elsevier Science, 2002), Full Leadership Development: Building the Vital Forces in Organizations (Sage Publications, 1999), and Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership (Lawrence Erlbaum Associates, 2000). His newest books are Leadership Development in Balance: Made/Born (Lawrence Erlbaum Associates, February 2005), The High Impact Leader: Moments Matter in Authentic Leadership Development (McGraw-Hill 2006) and Psychological capital: Developing the human competitive edge (Oxford Press, 2007) with Fred Luthans and Carolyn Youssef.

Dr. Avolio has worked with government agencies on national leadership development projects, and with governments at the state and local level. His current projects include:

  • Working with public healthcare leaders to design a leadership institute for healthcare providers and educators.
  • Working on a 4 year project with the U.S. Veteran’s Administration on strategic leadership development and ownership.
  • Current projects include a 300k contract with the U.S. Military Academy at West Point to investigate ethical leadership development; a 730k contract to conduct a longitudinal investigation of leadership development with military officers, and a 186k contract with the VA to examine how taking ownership and developing leadership produce better healthcare results.

Dr. Avolio’s latest interest and presentations focus on the following:

  • How do we accelerate authentic leadership development for maximum impact on performance?
  • How do we use the positive psychological capacities of leaders to accelerate change?
  • How do we show decision makers the ‘return on development’ investment in leadership?
  • How can we develop leaders and leadership to effectively operate in extreme contexts?

Bibliographic information