Diese empirische Studie untersucht die Beziehung zwischen transformationaler und transaktionaler Führung und deren langfristige bzw. kurzfristige Erfolgswirksamkeit. Das Führungsverhalten wird anhand des Multifactor Leadership Questionnaires (MLQ) gemessen, dessen psychometrische Qualität überprüft wird. Wir verwenden objektive Erfolgsindikatoren von Bankbetrieben, bei deren Herleitung situative Einflußfaktoren berücksichtigt werden. Wir finden Unterstützung dafür, daß die Erfolgswirksamkeit transformationaler über jene transaktionaler Führung hinausgeht. Transformationale Führung in Form eines freundlichen, individuell wertschätzenden Führungsverhaltens ist positiv mit kurzfristigem und negativ mit langfristigem Erfolg assoziiert.
Get full access to this article
View all access options for this article.
References
1.
AllerbeckM. (1977): Ausgewählte Probleme der Führungsforschung. Eine empirische Studie. Dissertation, München.
2.
AvolioB. J.WaldmanD. A.EinsteinW. O. (1988): Transformational leadership in a management game simulation. In: Group & Organization Studies, 13, 59–80.
3.
AvolioB.J.YammarinoF.J.BassB.M. (1991): Identifying common methods variance with data collected from a single source: An unresolved sticky issue. In: Journal of Management, 17, 571–587.
4.
BarrowJ.C. (1976): Worker performance and task complexity as causal determinants of leader behavior style and flexibility. In: Journal of Applied Psychology, 61, 433–440.
5.
BassB.M. (1990): Bass and Stogdill's handbook of leadership. New York: Free Press.
6.
BassB.M. (1995): Theory of transformational leadership redux. In: Leadership Quarterly, 6, 463–478.
7.
BassB.M. (1985): Leadership and performance beyond expectations. New York: Free Press.
8.
BassB.M.AvolioB.J.GoodheimL. (1987): Biography and the assessment of transformational leadership at the world class level. In: Journal of Management, 13, 7–19.
9.
BassB.M.AvolioB.J. (1989): Potential biases in leadership measures: How prototypes, lenienca, and general satisfaction relate to ratings and rankings of transformational and transactional leadership constructs. In: Educational and Psychological Measurement, 59, 508–527.
10.
BassB.M.AvolioB.J. (1990a): Transformational leadership development: Manual for the multifactor leadership questionnaire. Palo Alto: Consulting Psychologists Press.
11.
BassB.M.AvolioB.J. (1990b): The implications of transactional and transformational leadership for individual, team, and organizational development. In: Research in Organizational Change and Development, 4, 231–272.
12.
BassB.M.AvolioB.J. (1993): Transformational leadership: A response to critiques. In: ChemersM.M.AymanR. (Eds.): Leadership theory and research. Perspectives and directions. San Diego: Academic Press; Harcourt Brace Jovanovich.
13.
BassB.M.YammarinoF.J. (1991): Congruence of self and others' leadership ratings of naval officers for understanding successful performance. In: Applied Psychology: An International Review, 40, 437–454.
14.
BinningJ.F.ZabaA.J.WhattamJ.C. (1986): Explaining the biasing effects of performance cues in terms of cognitive categorization. In: Academy of Management In: Journal, 29, 521–535.
15.
BöhnischW. (1992): Führung und Führungskräftetraining nach dem Vroom/Yetton-Modell. Stuttgart.
16.
BollenK.A. (1989): Structural equations with latent variables. New York: Wiley.
17.
BowersD. G.SeashoreS. E. (1966): Predicting organizational effectiveness with a four-factor theory of leadership. In: Administrative Science Quarterly, 11, 238–263.
18.
BycioP.HackettR. D.AllenJ. S. (1995): Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership. In: Journal of Applied Psychology, 80, 468–478.
19.
CohenJ.CohenP. (1983): Applied multiple regression/correlation analysis for the behavioral sciences. 2nd Edition. Hillsdale.: Lawrence Erlbaum.
20.
ColemanE.PattersonP.FullerJ. BryanHesterK.StringerD.Y. (1995): A meta-analytic examination of leadership style and selected follower compliance outcomes. Unpublished manuscript. Alabama.
21.
DealT.E.KennedyA.A. (1982): Corporate cultures. The rites and rituals of corporate life. Reading:Addison-Wesley.
22.
DubinskyA. J.YammarinoF. J.JolosnM. A.SpanglerW. D. (1995): Transformational Leadership: An Initial Investigation in Sales Management. In: Journal of Personal Selling & Sales Management, 15, 17–31.
23.
FiedlerF. E. (1967): A Theory of Leadership Effectiveness. New York.
24.
Fittkau-GartheH.FittkauB. (1971): Fragebogen zur Vorgesetzten-Verhaltens-Beschreibung (FVVB). Göttingen.
25.
FleishmanE. A. (1953): The description of supervisory behavior. In: Personnel Psychology, 37, 1–6.
26.
GeyerA. L.SteyrerJ. (1994): Transformationale Führung, klassische Führungstheorien und Erfolgsindikatoren von Bankbetrieben. In: Zeitschrift für Betriebswirtschaft, 64, 961–979.
27.
HaterJ.J.BassB.M. (1988): Supervisors' evaluations and subordinates' perceptions of transformational and transactional leadership. In: Journal of Applied Psychology, 73, 695–702.
28.
HouseR. J.MitchellT. R. (1974): Path-goal theory of leadership. In: Contemporary Business, 3, 81–98.
29.
HowellJ.M.AvolioB.J. (1993): Transformational leadership, transactional leadership, locus of control and support for innovation: Key predictors of consolidated business unit performance. In: Journal of Applied Psychology, 78, 891–902.
HuntJ.G. (1991): Leadership: A new synthesis. London: Sage.
32.
JamesL.R.DemareeR.G.WolfG. (1984): Estimating within-group interrater reliability with and without response bias. In: Journal of Applied Pychology, 69, 85–98.
33.
KellerR. T. (1995): Transformational leaders make a difference. In: Research-Technology Management, 38, 41–44.
34.
KellerR.T. (1992): Transformational leadership and the performance of research and development project groups. In: Journal of Management, 18, 489–501.
35.
KerrS.SchriesheimC.A. (1974): Consideration, initiating structure, and organizational criteria – an update of Korman's 1966 review. In: Personnel Psychology, 27, 555–568.
36.
KirbyP. C.KingM. I.ParadiseL. V. (1991): Extraordinary leaders in education: Understanding transformational leadership. In: Journal of Educational Research, 303–311.
37.
KomivesS. R. (1991): The relationship of same- and cross-gender work pairs to staff performance and supervisor leadership in residence hall units. In: Sex Roles, 24, 355–363.
38.
KuhnertK.W.LewisP. (1987): Transactional and transformational leadership: A constructive/developmental analysis. In: Academy of Management Review, 12, 648–657.
39.
LewinK.LippittR., (1938): An experimental approach to the study of autocracy and democracy: A preliminary note. In: Sociometry, 1, S. 292–300.
40.
LoweK.B.KroeckK.G.SivasubramaniamN. (1996): Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ Literature. In: Leadership Quarterly, 7, 265–284.
41.
McDanielC.WolfG. A. (1992): Transformational leadership in nursing service. In: Journal of Nursing Administration, 22, 60–65.
42.
McFillenJ.M. (1978): Supervisory power as an influence in supervisor-subordinate relations. Academy of Management Journal, 21, 419–433.
43.
MurphyK.R.ReynoldsD.H. (1988): Does true halo affect observed halo? In: Journal of Applied Psychology, 73, 235–238.
44.
NachreinerF. (1978): Die Messung des Führungsverhaltens. Zur Validität von Fragebogen zur Beschreibung des Vorgesetztenverhaltens. Bern/Stuttgart/Wien.
45.
NeubergerO.RothB. (1974): Führungsstil und Gruppenleistung – eine Überprüfung von Kontingenzmodell und LPC-Konzept. In: Zeitschrift für Sozialpsychologie, 2, 7–10.
46.
PerrowC. (1970): Organizational analysis: A sociological view. London: Tavistock.
47.
PodsakoffP.M.MacKenzieS.B.MoormanR.H.FetterR. (1990): Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. In: Leadership Quarterly, 1, 107–142.
48.
ReberG.JagoG. A. (1997): Festgemauert in der Erde … Eine Studie zur Veränderung oder Stabilität des Führungsverhaltens von Managern in Deutschland, Frankreich, Österreich, Polen, Tschechien und der Schweiz zwischen 1989 und 1996. In: KlimeckiR.RemerA. (Hrsg.): Personal als Strategie. Neuwied, S. 158–184.
49.
RussA. F.Nc NeillyK. M.ComerJ. M. (1996): Leadership, decision making and performance of sales managers: A multi-level approach. In: Journal of Personal Selling & Sales Management, 16, 1–15.
50.
SchoefflerS.BuzzellR.D.HeanyD.F. (1974): Impact of strategic planning on profit performance. Harvard Business Review, 52, 137–145.
51.
SeltzerJ.NumerofR.E.BassB.M. (1989): Transformational leadership: Is it a source of more burnout and stress? In: Journal of Health and Human Resource Administration, 12, 174–185.
52.
SeltzerJ.BassB.M. (1990): Transformational leadership: Beyond initiation and consideration. In: Journal of Management, 693–703.
53.
SingerM.P. (1985): Transformational vs. transactional leadership: A study of New Zealand company managers. In: Psychological Reports, 57, 143–146.
54.
SpanglerW. D.BraiottaL.Jr. (1990): Leadership and corporate audit committee efectiveness. In: Group and Organization Studies, 15, 134–157.
55.
SprengerR. K. (1992): Mythos Motivation. Wege aus einer Sackgasse. Frankfurt.
56.
SteyrerJ. (1995): Charisma in Organisationen. Frankfurt, New York: Campus.
57.
StogdillR. M. (1963): Manual for the leader behavior description questionnaire – Form XII. Ohio State University.
58.
SzilagyiA.D. (1980): Causal inferences between leader reward behavior and subordinate goal attainment, absenteeism, and work satisfaction. In: Journal of Occupational Psychology, 53, 195–204.
59.
TannenbaumR.SchmidtW. H.: How to Choose a Leadership Pattern. In: Harvard Business Review, 95–101.
60.
ThompsonJ.D. (1967): Organizations in action. New York: McGraw-Hill.
61.
TscheulinD.RauscheA. (1970): Beschreibung und Messung des Führungsverhaltens in der Industrie mit der deutschen Version des Ohio-Fragebogens. In: Psychologie u. Praxis, 14, 49–64.
62.
TurbanD.B.JonesA.P. (1988): Supervisor-subordinate similarity: Types, effects, and mechanisms. In: Journal of Applied Psychology, 73, 228–234.
63.
VroomV. H.YettonP. W. (1973): Leadership and decision making. Pittsburgh.
64.
WaldmanD.A.BassB.M.EinsteinW.O. (1987): Leadership and outcomes of performance appraisal processes. In: Journal of Occupational Psychology, 60, 177–186.
65.
WaldmanD.A.BassB.M.YammarinoF.J. (1990): Adding to contingent-reward behavior: The augmenting effects of charismatic leadership. In: Group & Organization Studies, 15, 381–394.
66.
WilliJ. (1982): Die Zweierbeziehung. Spannungsursachen, Störungsmuster, Klärungsprozesse, Lösungsmodelle. Reinbek.
67.
WundererR. (1987): Umfrage „Führungsforschung und -lehre”. In: Personalführung, 116–146.
68.
WundererR.KuhnT. (1993): Unternehmerisches Personalmanagement. Frankfurt, New York.
69.
YammarinoF. J.BassB. M. (1990a): Transformational leadership and multiple levels of analysis. In: Human Relations, 43, 975–995.
70.
YammarinoF.J.BassB.M. (1990b): Long-term forecasting of transformational leadership and its effects among naval officers: Some preliminary findings. In: ClarkK.E.ClarkM.B. (Eds.), Measures of Leadership. Greensboro, NC: Center for Creative Leadership.
71.
YammarinoF.J.DubinskyA.J. (1994): Transformational leadership theory: Using levels of analysis to determine boundary conditions. In: Personnel Psychology, 47, 787–811.
72.
YuklG. (1987): A new taxonomy for integration diverse perspectives on managerial behavior. Paper presented at the American Psychological Association meeting, New York.
73.
YuklG. A.NemeroffW. (1979): Identification and measurement of specific categories of leadership behavior. A progress report. In: HuntJ. G.LarsonL. L. (Hrsg.) Crosscurrents in leadershiop. Carbondale164–200.
74.
YuklG.A. (1971): Toward a behavioral theory of leadership.
