Leadership transformationnel (bibliographie)

Bibliographie du leadership transformationnel

Liste des références bibliographiques liées au leadership transformationnel

Les différentes références liées au leadership transformationnel ont été classées par décennies en fonction de leur date de parution.

Bibliographie sur le leadership transformationnel de 1978 à 1989

  • 1978, John M. Burns, « Leadership », New York: Harper & Row
  • 1981, Bertha S. Laury, Marion Wijnberg, « Transforming traditional supervisors into team leaders », Social Work With Groups, Vol 4, n°1-2, November, pp169-180
  • 1984, Noel Tichy et D. Ulrich, “The leadership challenge—A call for the transformational leader”, Sloan Management Review, 26(1), p63
  • 1985,
    • Bernard M. Bass, « Leadership and performance beyond expectation », New York: Free Press
    • N. C. Roberts, « Transforming Leadership: A process of collective action », Human Relations, 38, pp1023-1046
  • 1986,
    • J. Adams, « Transforming Leadership: From Vision to Results », Alexandria: Miles River Press
    • N. Tichy et M. Devanna, « The Transformational Leader », John Wiley and Sons, New York
  • 1987,
    • Bruce J. Avolio, Bernard M. Bass et L. Goodheim, « Biography and the assessment of transformational leadership at the world-class level », Journal of Management, 13, pp7-19
    • Bruce J. Avolio, Bernard M. Bass, M. Bebb, D. Waldman, « Transformational leadership and the falling dominoes effect », Group & Organization Studies, Vol 12, n°1, pp73–87
    • Karl W. Kuhnert et Philip Lewis, « Transactional and transformational leadership: A constructive/developmental analysis », Academy of Management Review, Vol 12, n°4, Oct., pp648-657
  • 1988,
    • Bruce J. Avolio et Bernard M. Bass, « Transformational leadership, charisma, and beyond », In: J. G. Hunt, B. R. Baliga, H. P. Dachler & C. A. Schriesheim, dir., « Emerging leadership vistas », Lexington, MA: Lexington Books, DC Heath, pp29-49
    • Bruce J. Avolio, W. O. Einstein, D. A. Waldman, « Transformational leadership in a management simulation game: Impacting the bottom line », Group and Organization Studies, 13, pp59-80
    • Bruce J. Avolio, T. C. Gibbons, « Developing transformational leaders: A life span approach », In: J. A. Conger & R. N. Kanungo, dir., « Charismatic leadership: The elusive factor in organizational effectiveness », San Francisco: Jossey-Bass, pp276-308
    • Bernard M. Bass et J. J. Hater, « Superiors’ evaluations and subordinates’ perceptions of transformational and transactional leadership », Journal of Applied Psychology, Vol 73, pp695-702
    • J. Graham, « Transformational leadership: Fostering follower autonomy, not automatic followership », In: J. Hunt, B. Baglia, H. Dachler, C. Schriesheim, dir., « Emerging Leadership Vistas », Lexington Books: Lexington, MA; pp73-79
  • 1989,
    • Yvonna S. Lincoln, « Critical Requisites for Transformational Leadership: Needed Research and Discourse », Peabody Journal of Education, Vol 66, n°3, Educational Leadership and the Struggle for Mind (Spring), pp176-181
    • Daniel McLaughlin, « Power and the politics of knowledge: Transformative leadership and curriculum development for minority language learners », Peabody Journal of Education, Vol 66, n°3, March, pp41-60

Bibliographie sur le leadership transformationnel de 1990 à 1999

  • 1990,
    • Bruce J. Avolio et Bernard M. Bass, « Transformational leadership: A response to critiques », In: M. M. Chimers et R. Ayman, dir., « Leadership Theory and Research: Perspectives and Directives », New York: Academic Press, pp49-80
    • Bernard M. Bass, « Handbook of Leadership. Theory, Research & Managerial Applications », New York: The Free Press
    • Bernard M. Bass, « From transactional to transformational leadership: Learning to share the vision », Organizational Dynamics, Winter, pp19-31
    • Bernard M. Bass et J. Seltzer, « Transformational leadership: Beyond initiation and consideration », Journal of Management, 16(4), pp693-703
    • Bernard M. Bass et Francis J. Yammarino, « Transformational leadership and multiple levels of analysis », Human Relations, 43, pp975-995
    • Bernard M. Bass et Francis J. Yammarino, « Long-term forecasting of transformational leadership and its effects among naval officers: Some preliminary findings », In: K. E. Clark et M. B. Clark, dir., « Measures of leadership », Greensboro, NC: Center for Creative Leadership, pp151-169
    • B. Dart, Doris Jantzi, Kenneth Leithwood, « Transformational leadership: How principals can help reform school cultures », School Effectiveness and School Improvement, 1(4), pp249-280
    • Ronald J. Deluga, « The Effects of Transformational, Transactional, and Laissez Faire Leadership Characteristics on Subordinate Influencing Behavior », Basic and Applied Social Psychology, Vol 11, n°2, June, pp191-203
    • J. Dunham et K. A. Klafehn, « Transformational leadership and the nurse executive », Journal of Nursing Administration, 20(4), pp28-34
    • S. B. Ehrlich, J. R. Meindl, B. Viellieu, « The charismatic appeal of a transformational leader: An empirical case study of a small, high-technology contractor », Leadership Quarterly, Vol 1, pp229-248
    • R. Fetter, S. B. MacKenzie, R. H. Morrman, P. M. Podsakoff, « Transformational Leader Behaviors and their Effects on Follower’s Trust in Leader Satisfaction, and Organizational Citizenship Behaviors », Leadership Quarterly, 1, pp107-142
    • Doris Jantzi et Kenneth Leithwood, « Transformational Leadership: How Principals Can Help Reform School Cultures », School Effectiveness and School Improvement, Vol 1, n°4, December, pp249-280
    • Ming S. Singer & Alan E. Singer, « Situational Constraints on Transformational versus Transactional Leadership Behavior, Subordinates’ Leadership Preference, and Satisfaction », The Journal of Social Psychology, Vol 130, n°3, June, pp385-396
  • 1991,
    • Bruce J. Avolio, D. A. Waldman, F. J. Yammarino, « Leading in the 1990’s: The four I’s of transformational leadership », Journal of European Industrial Training, 15, pp9-16
    • M. Reid, « In Search of Transformational Leadership: Conflict and Change » commentaire du livre de James H. Svara, Official Leadership in the City. Public Administration Review, 51(4), pp386-387
    • Theodore E. Zorn, « Construct system development, transformational leadership and leadership messages », Southern Communication Journal, Vol 56, n°3, September, pp178-193
  • 1992,
    • M. Ann, W. W. Burke, E. Von, « The Transformational/Transactional Leadership Model: A Study of Critical Components », In: K. E. Clark, M. B. Clark et D. P. Campbell, dir. « Impact of Leadership », Greensboro, NC: Center for Creative Leadership, pp149-167
    • Leanne Atwater et Paul E. Roush, « Using MBTI to Understand Transformational Leadership and Self-Perception Accuracy », Military Psychology, Vol 4, n°1, March, pp17-34
    • G. J. Curphy, « An empirical investigation of the effects of transformational and transactional leadership on organizational climate, attrition, and performance », In: K. E. Clark, M. B. Clark, & D. R. Campbell, dir., « Impact of leadership », Greensboro, NC: The Center for Creative Leadership, pp177–187
    • R. T. Keller, « Transformational leadership and the performance of research and development project groups », Journal of Management, Vol 18, pp489–501
    • Margaret I. King, Peggy C. Kirby, Louis V. Paradise, « Extraordinary Leaders in Education: Understanding Transformational Leadership », The Journal of Educational Research, Vol 85, n°5, May – Jun., pp303-311
    • K. Leithwood, « The Move Towards Transformational Leadership », Educational Leadership, 49 (5), pp8-12
  • 1993,
    • Bruce J. Avolio et Bernard M. Bass, « Transformational leadership: A response to critiques », In: M. M. Chemers & R. Ayman, dir., « Leadership theory and research: Perspectives and directions », San Diego, CA: Academic Press, pp49-80
    • Bruce J. Avolio et Bernard M. Bass, « Transformational leadership and Organizational Culture », Public Administration Quarterly, Vol 17, n°1, spring, pp112-121
    • Bruce J. Avolio et J. M. Howell, « Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance », Journal of Applied Psychology, 78, pp891-902
    • Joe R. Baldwin, Lt. Col., “The Leadership Imperative in a Transforming Air Force”, Aerospace Power Chronicles, Vol VII, n°3, Fall, pp35-50
    • Bernard M. Bass, W. D. Spangler, Francis J. Yammarino, « Transformational leadership and performance: A longitudinal investigation », The Leadership Quarterly, Vol 4, pp81-102
    • Leong Wing Fatt, « Leadership that Transforms and Transacts: A Case of More Inspiration and Less Charisma », Singapore Journal of Education, Vol 13, n°2, January, pp50-65
    • Robert J. House et B. Shamir, « Toward the integration of transformational, charismatic, and visionary theories », In: M. Chemers & R. Ayman, dir., « Leadership theory and research: Perspectives and directions », New York: Academic Press, pp81-107
    • Donald E. Riggs & Vivian M. Sykes, « The Time for Transformational Leadership Is Now! », Journal of Library Administration, Vol 18, n°3-4, November, pp55-68
    • Joe L. Wallis, « Integrating the Ideas of Dissenting Economists into a Theory of Transformational Leadership », Review of Social Economy, Vol 51, n°1, March, pp14-39
    • Leong Wing Fatt, « Leadership that Transforms and Transacts: A Case of More Inspiration and Less Charisma », Singapore Journal of Education, Vol 13, n°2, January, pp50-65
  • 1994,
    • Bruce J. Avolio, « The “natural”: Some antecedents to transformational leadership », International Journal of Public Administration, Vol 17, n°9, January, pp1559-1581
    • Bruce J. Avolio et Bernard M. Bass, dir., « Improving Organizational Effectiveness through transformational Leadership », Thousand Oaks: Sage
    • Bruce J. Avolio et Bernard M. Bass, « Transformational Leadership And Organizational Culture », International Journal of Public Administration », Vol 17, n°3-4, January, pp541-554
    • A. Fernandez, D. Jantzi, K. A. Leithwood, « Transformational leadership and teachers’ commitment to change », In: J. Murphy & K. S. Louis, dir., « Reshaping the principalship: Insights from transformational reform efforts », Thousand Oaks, CA: Corwin, pp 7798
    • V. L. Goodwin, J. C. Wofford, « A cognitive interpretation of transactional and transformational leadership theories », The Leadership Quarterly, 5, pp161-186
    • K. W. Kuhnert, « Transforming leadership: Developing people through delegation », In: Bruce J. Avolio et Bernard M. Bass, dir., « Improving organizational effectiveness through transformational leadership », Thousand Oaks: Sage, pp10-25
    • M. Popper et E. Zakkai, « Transactional, charismatic and transformational leadership: Conditions conducive to their predominance », Leadership and Organization Development Journal, 15, pp3-7
    • Halia C. Silins, « The Relationship Between Transformational and Transactional Leadership and School Improvement Outcomes », School Effectiveness and School Improvement, Vol 5, n°3, September, pp272-298
    • Francis J. Yammarino, « Indirect leadership: Transformational leadership at a distance », In: Bernard M. Bass & Bruce J. Avolio, dir., « Improving organizational effectiveness through transformational leadership », Thousand Oaks, GA: Sage, pp26-47
  • 1995,
    • J. S. Allen, P. Bycio, R. D. Hackett, “Further assessments of Bass’s (1985) conceptualization of transactional and transformational leadership”, Journal of Applied Psychology, Vol 80, n°4, pp468-478
    • Bernard M. Bass, D. I. Jung, J. J. Sosik, « Bridging leadership and culture: A theoretical consideration of transformational leadership and collectivistic cultures », Journal of Leadership Studies, Vol 2, pp3-18
    • Bernard M. Bass, P. Steidlmeier, « Improving Organizational Effectiveness through Transformational Leadership », Thousand Oaks, CA: Sage
    • Dawn S. Carlson, Pamela L. Perrewe, « Institutionalization of Organizational Ethics through Transformational Leadership », Journal of Business Ethics, Vol 14, n°10, Oct., pp829-838
    • R. S. D’Intino, C. U. Stephens, B. Victor, « The moral quandary of transformational leadership: Change for whom? », Research in Organizational Change and Development, Vol 8, pp123-143
    • Alan J. Dubinsky, Marvin A. Jolson, Francis J. Yammarino, « An Examination of Linkages between Personal Characteristics and Dimensions of Transformational Leadership », Journal of Business and Psychology, Vol 9, n°3, Mar., pp315-335
    • Alan J. Dubinsky, Marvin A. Jolson, W. D. Spangler, Francis J. Yammarino, « Transformational leadership: An initial investigation in sales management », Journal of Personal Selling and Sales Management, 15(2), Spring, pp17-31
    • R. F. C. Egan, J. C. Sarros, J. C. Santaro, « Putting transactional and transformational leadership into practice », Journal of Leadership Studies, Vol 2, pp100-123
    • P. C. Gronn, « Greatness re-visited: The current obsession with transformational leadership », Leading & Managing, 1(1), pp14-27
    • Andrew Hede & Rae Wear, « Transformational versus transactional styles of cabinet leadership in Australian politics », Australian Journal of Political Science, Vol 30, n°3, November, pp469-483
    • R. S. D’Intino, C. U. Stevens, B. Victor, « The moral quandary of transformational leadership: Change for whom? », Research in Organizational Change and Development, 8, pp123-143
    • Michael Keeley, « The Trouble with Transformational Leadership: Toward a Federalist Ethic for Organizations », Business Ethics Quarterly, Vol 5, n°1, Ethics and Leadership: The 1990s, Jan., pp67-96
    • Robert T. Keller, « ‘Transformational’ Leaders Make a Difference », Research-Technology Management, Vol 38, n°3, May, pp41-44
    • William L. Koh, Richard M. Steers, James R. Terborg, « The effects of transformational leadership on teacher attitudes and student performance in Singapore », Journal of Organizational Behavior, 16(4), Jul., pp319-333
    • J. P. Kotter, « Leading change: Why transformation efforts fail », Harvard Business Review, 73(2), pp59−67
    • G. Lakomski, « Leading and learning: From transformational leadership to organizational learning », Leading and Managing, Vol 1, pp211-225
  • 1996,
    • Susan Armstrong, Scott Armstrong, « The Conductor as Transformational Leader », Music Educators Journal, Vol 82, n°6, May, pp22-25
    • Leanne E. Atwater, Bruce J. Avolio, Bernard M. Bass, « The transformational and transactional leadership of men and women », Applied Psychology: An International Review, Vol 45, pp5-34
    • Leanne E. Atwater, Wendy J. Wright, « Power and transformational and transactional leadership in public and private organizations », International Journal of Public Administration, Vol 19, n°6, January, pp963-989
    • J. Barling, E. K. Kelloway, T. Weber, « Effects of transformational leadership training and attitudinal and fiscal outcomes: A field experiment », Journal of Applied Psychology, 81, pp827-832
    • William H. Bommer, Scott B. MacKenzie, Philip M. Podsakoff, « Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors« , Journal of Management, Summer, 22, pp259-298
    • Alan Bryman, David Gillingwater & Iain McGuinness, « Leadership and organizational transformation », International Journal of Public Administration, Vol 19, n°6, January, pp849-872
    • Betty Glad, “Passing the Baton: Transformational Political Leadership from Gorbachev to Yeltsin, from Klerk to Mandela”, Political Psychology, 17:1, march, pp1-28
    • Peter Gronn, « From Transactions to Transformations. A New World Order in the Study of Leadership? », Educational Management Administration Leadership, January, Vol 24, n°1, pp7-30
    • Doris Jantzi, Kenneth Leithwood, Teresa Menzies, Jennifer Leithwood, « School restructuring, transformational leadership and the amelioration of teacher burnout », Anxiety, Stress & Coping, Vol 9, n°3, January, pp199-215
    • Doris Jantzi, Kenneth Leithwood, « Toward and explanation of variation in teachers’ perceptions of transformational leadership », Educational Administration Quarterly, 32(4), pp512-538
    • K. G. Kroeck, K. B. Lowe et N. Sivasubramaniam, « Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature », Leadership Quarterly, 7, pp385-425
    • P. V. Lewis, « Transformational leadership: A new model for total church involvement », Nashville, TN: Broadman & Holman
    • David L. Luechauer & Gary M. Shulman, « Training transformational leaders: a call for practicing empowerment in the classroom », International Journal of Public Administration, Vol 29, n°6, January, pp827-848
    • L. E. Megerian, J. J. Sosik, « An affair of the heart: Emotional intelligence and transformational leadership », Journal of Leadership Studies, Vol 3, pp31-48
    • K. W. Parry, « Transformational leadership: Developing an enterprising management culture », Melbourne, Australia: Pitman
    • Hal G. Rainey & Steven A. Watson, « Transformational leadership and middle management: towards a role for mere mortals », International Journal of Public Administration, Vol 19, n°6, January, pp763-800
    • William R. Torbert, « The “chaotic” action awareness of transformational leaders », International Journal of Public Administration, Vol 19, n°6, January, pp911-939
  • 1997,
    • John E. Barbuto, « Taking the charisma out of transformational leadership », J Soc Behav Pers, 12(3), pp689–698
    • Bernard M. Bass, « Does the transactional-transformational leadership paradigm transcend organizational and national boudaries? », American Psychologist, 52.
    • Bernard M. Bass, « Personal Selling And Transactional/Transformational Leadership », Journal of Personal Selling & Sales Management, Vol 17, n°3, January, pp19-28
    • Pol Coetsier, Filip Lievens, Pascal Van Geit, « Identification of Transformational Leadership Qualities: An Examination of Potential Biases », European Journal of Work and Organizational Psychology, Vol 6, n°4, December, pp415-430
    • J. Collard, « The debate on transformational leadership: Semantic shifts and conceptual drifts », Leading and Managing, Vol 3, pp75-80
    • Lucette B. Comer, Alan J. Dubinsky, Marvin A. Jolson, Francis J. Yammarino, « Women and Transformational and Contingent Reward Leadership: A Multiple-Levels-of-Analysis Perspective », The Academy of Management Journal, Vol 40, n°1, Feb., pp205-222
    • R. Davidhizer, R. Shearer, « Giving encouragement as a transformational leadership technique », Health Care Supervisor, Vol 15, pp16-21
    • Deanne N. Den Hartog, P. L. Koopman, J. J. Van Muijen, « Transactional versus transformational leadership: An analysis of the MLQ », Journal of Occupational and Organizational Psychology, 70(1), pp19-34
    • Kenneth K. Eastman et Badrinarayan S. Pawar, « The nature and implications of contextual influences on transformational leadership: A conceptual examination », Academy of Management Review, Vol 22, n°1, Jan., pp80-109
    • Betty Glad, Robert Blanton, « F. W. de Klerk and Nelson Mandela: A Study in Cooperative Transformational Leadership », Presidential Studies Quarterly, Vol 27, n°3, The Presidency in the World, Summer, pp565-590
    • James Henderson, « Transformative Curriculum Leadership », Teaching Education, Vol 9, n°1, June, pp39-40
    • D. Jantzi, K. Leithwood, « Teachers’ perceptions of transformational leadership: A replication », Journal of Educational Administration, 35(4), pp312-331
  • 1998,
    • Russell L. Ackoff, « A Systemic View of Transformational Leadership », Systems Practice and Action Research, Vol 11, n°1, pp23-36
      • Repris en 1999, Strategy & Leadership Journal, Vol 27, n°1, January-February
    • R. L. Albritton, « A new paradigm of leader effectiveness for academic libraries: An empirical study of the Bass (1985) model of transformational leadership », In: T. F. Mech & G. B. McCabe, dir., « Leadership and academic librarians », Westport, CT: Greenwood, pp66–82
    • Bruce J. Avolio, Surinder S. Kahai, John J. Sosik, « Transformational Leadership and Dimensions of Creativity: Motivating Idea Generation in Computer-Mediated Groups », Creativity Research Journal, Vol 11, n°2, April, pp111-121
    • Bernard M. Bass, « Transformational leadership: Industrial, military, and educational impact », Mahwah, NJ: Erlbaum
    • Bernard M. Bass, « The ethics of transformational leadership », In: J. Ciulla, dir., « Ethics, the heart of leadership », Westport, CT: Praeger, pp169-192
    • Bernard M. Bass, J. J. Hater, « Superiors’ evaluations and subordinate perceptions of transformational and transactional leadership, Journal of Applied Psychology, Vol 73, pp695-702
    • L. B. Comer, A. J. Dubinsky, M. A. Jolson, F. J. Yammarino, « Women and transformational and contingent reward leadership: A multiple-level-of-analysis perspective, Academy of Management Journal, 40(1), pp205-222
    • A. J. Dubinsky, W. D. Spangler, Francis J. Yammarino, « Transformational and contingent reward leadership: Individual, dyad, and group levels of analysis », Leadership Quarterly, Vol 9, pp27−54
    • L. Geyer et J. M. Steyrer, « Transformational leadership and objective performance in banks », Applied Psychology: An International Review, 47, pp97-420
    • V. L. Goodwin, J. C. Wofford, J. L. Whittington, « A field study of a cognitive approach to understanding transformational and transactional leadership », The Leadership Quarterly, 9(1), pp55-84
    • T. Hinkin, J. Tracey, « Transformational leadership or effective managerial practices? », Group & Organization Management, Vol 23, pp220-236
    • A. Kezar, « Trying transformations: Implementing team-oriented forms of leadership », New Directions for Institutional Research, 100, p57
    • C. D. Pielstick, « The transforming leader: A meta-ethnographic analysis », Community College Review, 26(3), pp15-34
    • Gabriel Sheffer, « Structural change and leadership transformation », Israel Affairs, Vol 5, n°2-3, December, pp55-72
    • I. Simic, « Transformational leadership – the key to successful management of transformational organizational changes”, Facta Universitas, vol 1, n°6, pp49-55
    • J. B. Tracey, “Transformational Leadership or Effective Managerial Practices”, Group & Organization Management, pp220-236
  • 1999 : Leadership transformationnel

    • Bruce J. Avolio, Bernard M. Bass, Dong I. Jung, 1999, “Re-examining the components of transformational and transactional Leadership using the Multifactor Leadership Questionnaire”, Journal of Occupational and Organizational Psychology, 72, pp441-462
    • Bernard M. Bass, 1999, « Two Decades of Research and Development in Transformational Leadership », European Journal of Work and Organizational, Psychology, Vol 8, n°1, March, pp9-32
    • Bernard M. Bass, P. Steidlmeier, 1999, ”Ethics, character, and authentic transformational leadership behavior”, Leadership Quarterly, Vol 10, n°2, pp181-217
    • Bernard M. Bass, « Current developments in transformational leadership », The Psychologist Manager Journal, Vol 3, n°1, pp5-21
    • A. Bhandarkar, P. Singh, « Parenting transformational leaders », Vision: The Journal of Business Perspective, 3(1), pp1-13
    • Ken Blanchard, P. Hodges, B. Hybels, « Leadership by the Book: Tools to Transform Your Workplace », New York: Waterbook Press
    • Donna Bridger & Valerie Brown, J. Bryan Fuller, Ruby Morrison, Ladon Jones, « The Effects of Psychological Empowerment on Transformational Leadership and Job Satisfaction », The Journal of Social Psychology, Vol 139, n°3, June, pp389-391
    • J. Butler, R. Cantrell, R. Flick, « Transformational leadership behaviors, upward trust and satisfaction in self-managed work teams », Organization Development Journal, 17(1), pp3-28
    • Jay A. Conger, « Charismatic and transformational leadership in organizations: An insider’s perspective on these developing streams of research », Leadership Quarterly, 10, pp145-179
    • Jay A. Conger et J. G. Hunt, « Charismatic and Transformational Leadership: Taking Stock of the Present and Future », Special Issue Parts 1 & 2. Leadership Quarterly, 10(2&3), pp121-127
    • D. N. Den Hartog, P. W. Dorfman, Robert J. House, P. J. Hanges, S. A. Ruiz-Quintanilla, « Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?, Leadership Quarterly, 10, pp219-256
    • R. Eisenbach, K. Watson, R. Pillai, « Transformational leadership in the context of organizational change », Journal of Organizational Change Management, Vol 12, n°2, pp80-88
    • K. E. Hall-Merenda, J. M. Howell, « The ties that bind: The impact of leader member exchange, transformational and transactional leadership, and distance on predicting follower performance », Journal of Applied Psychology, 84, pp680-694
    • J. G. Hunt, « Transformational/charismatic leadership’s transformation of the field: An historical essay », The Leadership Quarterly, 10, pp129−144
    • Doris Jantzi et Kenneth Leithwood, « Transformational School Leadership Effects: A Replication », School Effectiveness and School Improvement, Vol 10, n°4, December, pp451-479
    • R. Pillai, C. A. Schriesheim, E. S. Williams, « Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study », Journal of Management, Vol 25, pp897-933
    • T. Simons, « Behavioral integrity as a critical ingredient for transformational leadership », Journal of Organizational Change Management, Vol 12, n°2, pp89-104
    • Barbara Sinclair, « Transformational Leader or Faithful Agent? Principal-Agent Theory and House Majority Party Leadership », Legislative Studies Quarterly, Vol 24, n°3, Aug., pp421-449
    • Gary Yukl, « An evaluation of conceptual weaknesses in transformational and charismatic leadership theories », The Leadership Quarterly, 10, pp285-305

Bibliographie sur le leadership transformationnel de 2000 à 2009

  • 2000,
    • Peggy Antrobus, « Transformational Leadership: Advancing the Agenda for Gender Justice, Gender and Development », Leadership, Vol 8, n°3, Nov., pp50-56
    • N. M. Ashkanasy, B. Tse, « Transformational leadership as management of emotion: A conceptual review », In: N. M. Ashkanasy & C. E. Haertel, dir., « Emotions in the workplace: Research, theory, and practice », Westport, CT: Quorum Books, Greenwood Publishing Group, pp221-235
    • Bruce J. Avolio, Dong I. Jung, « Opening the Black Box: An Experimental Investigation of the Mediating Effects of Trust and Value Congruence on Transformational and Transactional Leadership », Journal of Organizational Behavior, Vol 21, n°8, Dec., pp949-964
    • J. Barling, E. K. Kelloway, A. Zacharatos, « Development and effects of transformational leadership in adolescents », The Leadership Quarterly, 11(2), pp211-226
    • Susan Bloch, « Positive deviants and their power on transformational leadership », Journal of Change Management, Vol 1, n°3, September, pp273-279
    • J. E. Bono et T. A. Judge, « Five-factor model of personality and transformational leadership », Journal of Applied Psychology, 85(5), pp751-765
    • Brian J. Caldwell, « Scenarios for Leadership and Abandonment in the Transformation of Schools », School Effectiveness and School Improvement, Vol 11, n°4, December, pp475-499
    • Sally A. Carless, Alexander J. Wearing, Leon Mann, « A Short Measure of Transformational Leadership », Journal of Business and Psychology, Vol 14, n°3, Sep., pp389-405
    • R. A. Cooke, R. J. Masi, « Effects of transformational leadership on subordinate motivation, empowering norms, and organizational productivity », The International Journal of Organizational Analysis, 8(1), pp16-47
    • Hershey H. Friedman et Mitchell Langbert, « Abraham as a Transformational Leader », The Journal of Leadership Studies, Vol 7, n°2, pp88-95
    • Martin H. Jason, « The Role of the Principal as Transformational Leader in a Multicultural Learning Community », The High School Journal, Vol 83, n°3, Feb. – Mar., pp1-9
    • Thomas D. Kane et Trueman R. Tremble, « Transformational leadership effects at different levels of the Army », Military Psychology, Vol 12, n°2, April, pp137-160
    • David Kelleher et Aruna Rao, « Leadership for social transformation: Some ideas and questions on institutions and feminist leadership », Gender & Development, Vol 8, n°3, November, pp74-79
    • Bobby J. Martinez et Charles L. Slater, « Transformational Leadership in the Planning of a Doctoral Program », The Educational Forum, Vol 64, n°4, December, pp308-316
  • 2001,
    • B. Alimo-Metcalfe et J. Alban-Metcalfe, « The development of a new Transformational Leadership Questionnaire », The Journal of Occupational & Organizational Psychology, 74, pp1-27
    • K. A. Arnold, J. Barling, E. K. Kelloway, « Transformational leadership or the iron cage: Which predicts trust, commitment and team efficacy? », Leadership & Organization Development Journal, Vol 22, pp315-320
    • A. Azziz, J. C. Crotts et T. W. Kent, “Four factors of transformational leadership behaviour“, Leadership and Business Development Journal, Vol 22, n°5, pp221–229
    • K. Barnett, J. McCormick, R. Conners, « Transformational leadership in schools – Panacea, placebo or problem? », Journal of Educational Administration, Vol 39, pp24–46
    • Mike Bottery, « Globalisation and the UK Competition State : no room for transformational leadership in education ? », School Leadership and Management, 21 (2), June, pp199-218
    • Walter O. Einstein et John H. Humphreys, “Transforming Leadership: Matching Diagnostics to Leader Behaviors”, The Journal of Leadership Studies, Vol 8, n°1, pp48-60
    • Z. D. Gellis, « Social work perceptions of transformational and transactional leadership in health care”, Social Work Research, vol 25, n°1, pp17-25
    • Vicki L. Goodwin, J. C. Wofford, J. Lee Whittington, « A theoretical and empirical extension to the transformational leadership construct », Journal of Organizational Behaviour, Vol 22, n°7, Nov, pp759-774
    • Vicki L. Goodwin, J. Lee Whittington, Jerry C. Wofford, « Follower Motive Patterns As Situational Moderators For Transformational Leadership Effectiveness », Journal of Managerial Issues, Vol 13, n°2, Summer, pp196-211
    • James Haudan & Donald MacLean, « ‘E’ is for engagement: Transforming your business by transforming your people », Journal of Change Management, Vol 2, n°3, September, pp255-265
    • Dong I. Jung, « Transformational and Transactional Leadership and Their Effects on Creativity in Groups », Creativity Research Journal, Vol 13, n°2, April, pp185-195
    • Dong I. Jung, et Francis J. Yammarino, “Perceptions of Transformational Leadership Among Asian Americans and Caucasian Americans: A Level of Analysis Perspective”, The Journal of Leadership Studies, Vol 8, n°1, pp3-21
    • R. N. Kanungo, « Ethical values of transactional and transformational leaders », Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 18(4), pp257-265
    • S. B. MacKenzie, P. M. Podsakoff, G. A. Rich, « Transformational and transactional leadership and salesperson performance », Journal of the Academy of Marketing Science, Vol 29, pp115-134
    • Joseph A. Schenk, John R. Sparks, « Explaining the Effects of Transformational Leadership: An Investigation of the Effects of Higher-Order Motives in Multilevel Marketing Organizations », Journal of Organizational Behavior, Vol 22, n°8, Dec., pp849-869
  • 2002
    • H. Al-Dmour, R. A. Awamleh, « Effects of transactional and transformational leadership styles of sales managers on job satisfaction and self-perceived performance of sales people: A study of Jordanian manufacturing public shareholding companies », Dirasat: Administrative Sciences, 29, pp247-261
    • Bruce J. Avolio, Taly Dvir, Dov Eden, Boas Shamir, « Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment », The Academy of Management Journal, Vol 45, n°4, Aug., pp735-744
    • Bruce J. Avolio, U. R. Dumdum, K. B. Lowe, « A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension », In: Bruce J. Avolio & F. J. Yammarino, dir., « Transformational and charismatic leadership: The road ahead », Oxford: Elsevier Science, pp36-66
    • Bruce J. Avolio & F. J. Yammarino, dir., « Transformational and charismatic leadership: The road ahead », Oxford: Elsevier Science
    • James Brant et Melvin Sorcher, “Are You Picking the Right Leaders?”, Harvard Business Review, February, 78
    • G. C. Fekken, N. Sivanathan, « Emotional intelligence and Transformational leadership », Leadership and Organization Development Journal, Vol 23, pp198-204
    • R. Kark, B. Shamir, « The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers », In: Bruce J. Avolio, F. J. Yammarino, dir., « Transformational and charismatic leadership: The road ahead », Oxford, UK: Elsevier, pp7-91
    • V. R. Krishnan, « Transformational leadership and value system congruence », International Journal of Value-Based Management, 15(1), pp19-33
    • Y. L. Jack Lam, « Defining the Effects of Transformational Leadership on Organisational Learning: A Cross-Cultural Comparison », School Leadership & Management, Vol 22, n°4, December, pp439-452
    • O. Mayseless, M. Popper, « Internal world of transformational leaders », In: Bruce J. Avolio & Francis Yammarino, dir., « Transformational and charismatic leadership: The road ahead », Oxford, UK: Elsevier Science Ltd, pp203-230
    • Ken W. Parry, Sarah B. Proctor-Thomson, « Perceived Integrity of Transformational Leaders in Organisational Settings », Journal of Business Ethics, Vol 35, n°2, Jan., pp75-96
    • A. Pinnington, D. Tourish, « Transformational leadership, corporate cultism and the spirituality paradigm: An unholy trinity in the workplace? », Human Relations, 55(2), pp147-172
      • Repris en 2009, In: Peter G. Northouse, dir., Leadership. Theory and Practice, SAGE
    • P. Stone, « Transformational leadership in principals: An analysis of the MLQ results », Professional Leadership Development Monograph Series, vol 2, n°1
    • James F. Tracy, « From Blueprint to Reality”: The Dubuque Leader’s Transformation under Cooperative Ownership », American Journalism, Vol 19, n°4, October, pp95-119
    • C. Welford, « Transformational leadership in nursing: Matching theory to practice », Nursing Management-UK, 9(4), pp7-11
  • 2003,
    • Bruce J. Avolio, Bernard M. Bass, Yair Berso et Dong I. Jung, « Predicting Unit Performance by Assessing Transformational and Transactional Leadership », Journal of Applied Psychology, 88, pp207–218
    • G. Ball, J. F. Cox, C. L. Pearce, E. Schnell, H. P. Sims, K. A. Smith, L. Trevino, « Transactors, transformers and beyond: A multi-method development of a theoretical typology of leadership », Journal of Management Development, Vol 22, n°4, pp273–307
    • J. Blascovich, C. L. Hoyt, « Transformational and transactional leadership in virtual and physical environments », Small Group Research, 34, pp678–715
    • Karen Boehnke, Nick Bontis, Joseph J. DiStefano, Andrea C. DiStefano, « Transformational leadership: an examination of cross‐national differences and similarities », Leadership & Organization Development Journal, Vol 24, n°1, pp5-15
    • Joyce E. Bono, Timothy A. Judge, « Self-Concordance at Work: Toward Understanding the Motivational Effects of Transformational Leaders », The Academy of Management Journal, Vol 46, n°5, Oct., pp554-571
    • James M. Burns, « Transforming leadership: A new pursuit of happiness », New York: Publisher Group West
    • G. Chen, R. Kark, B. Shamir, « The two faces of transformational leadership: Empowerment and dependency », Journal of Applied Psychology, 88, pp246-255
    • J. F. Cox, G. Ball, C. L. Pearce, H. P. Sims Jr, E. Schnell, K. A. Smith et L. Trevino, “Transactors, transformers and beyond: a multi-method development of a theoretical typology of leadership”, Journal of Management Development, Vol 22, n°4, pp273–307
    • Violet Eudine Barriteau, « Constrcting a conceptual framework for developin Women’s Transformational Leadership in the Caribean », Social and Economic Studies, Vol 52, n°4, Focus on Gender II (December), pp5-48
    • K. Boehnke, N. Bontis, J. J. DiStefano, A. C. DiStefano, “Transformational leadership: An examination of cross-national differences and similarities”, Leadership and Organization Development Journal, Vol 24, n°1, pp5-15
    • J. E. Bono et T. A. Judge, « Self-concordance at work: Toward understanding the motivational effects of transformational leaders », Academy of Management Journal, 46, pp554-571
    • James M. Burns, « Transforming Leadership: The Pursuit of Happiness », New York: Atlantic Monthly Press
    • G. Chen, R. Kark, Boas Shamir, « The two faces of transformational leadership: Empowerment and dependency », Journal of Applied Psychology, Vol 88, n°2, April, pp246-255
    • Ling Chen et Vivian C. Sheer, « Do superiors’ intranet use predict their transformational leadership?, Asian Journal of Communication, Vol 13, n°1, January, pp120-136
    • C. W. Chow, D. Jung, A. Wu, « The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings », Leadership Quarterly, Vol 14, pp525-544
    • Patrick W. Corrigan, Deborah Davis-Lenane, Andrew N. Garman, « Factor Structure of the Transformational Leadership Model in Human Service Teams », Journal of Organizational Behavior, Vol 24, n°6, (Sep.), pp803-812
    • Michael E. Dantley, « Critical spirituality: enhancing transformative leadership through critical theory and African American prophetic spirituality », International Journal of Leadership in Education, Vol 6, n°1, January, pp3-17
    • T. Dvir et Boas Shamir, « Follower developmental characteristics as predictors of predicting transformational leadership: A longitudinal field study », The Leadership Quarterly, 14, pp327-344
    • A. H. Eagly, M. C. Johannesen-Schmidt, M. L. van Engen, « Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men », Psychological Bulletin, 129, pp569-591
    • W. O. Einstein et J. H. Humphreys, “Nothing new under the sun: transformational leadership from a historical perspective“, Journal of Management History, Vol 44, n°1, pp85–95
    • H. H. Friedman, M. Langbert, « Perspectives on Transformational Leadership in the Sanhedrin of Ancient Judaism », Management Decision: Focus on Management History, Vol 41, n°2, pp199-207
    • George B. Graen, « Interpersonal workplace theory at the crossroads: LMX and Transformational Theory as Special Cases of Role Making in Work Organizations », In: George B. Graen, dir., « Dealing with diversity », LMX leadership: The series, Vol 1, Greenwich, CT: Information Age Publishing, pp145-182
    • Philip Hallinger, « Leading Educational Change: reflections on the practice of instructional and transformational leadership », Cambridge Journal of Education, Vol 33, n°3, November, pp329-352
    • Hilde Hetland & Gro Sandal, « Transformational leadership in Norway: Outcomes and personality correlates », European Journal of Work and Organizational Psychology, Vol 12, n°2, June, pp147-170
    • J. H. Humphreys, « Nothing new under the sun: transformational leadership from a historical perspective », Journal of Management History, 41 (1), pp85-95
    • John J. Lawler, Fred Ochieng Walumbwa, « Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies », The International Journal of Human Resource Management, Vol 14, n°7, October, pp1083-1101
    • Barbara Mandell, Shilpa Pherwani, « Relationship between Emotional Intelligence and Transformational Leadership Style: A Gender Comparison », Journal of Business and Psychology, Vol 17, n°3, Mar., pp387-404
    • K. Patterson, R. F. Russell, A. G. Stone, « Transformational versus servant leadership: a difference in leader focus », Leadership & Organization Development Journal, 25(4), pp349-361
    • Shung Jae Shin, Jing Zhou, « Transformational Leadership, Conservation, and Creativity: Evidence from Korea », The Academy of Management Journal, Vol 46, n°6, Dec., pp703-714
    • Eric J. Weiner, « Secretary Paulo Freire and the Democratization of Power: Toward a theory of transformative leadership », Educational Philosophy and Theory, Vol 35, n°1, January, pp89-106
  • 2004,
    • Linda Aldoory & Elizabeth Toth, « Leadership and Gender in Public Relations: Perceived Effectiveness of Transformational and Transactional Leadership Styles », Journal of Public Relations Research, Vol 16, n°2, April, pp157-183
    • L. E. Atwater, S. D. Dionne, F. J. Yammarino, W. D. Spangler, « Transformational leadership and team performance », Journal of Organizational Change Management, 17(2), pp177-193
    • Bruce J. Avolio, Puja Bhatia, William Koh, Weichun Zhu, « Transformational Leadership and Organizational Commitment: Mediating Role of Psychological Empowerment and Moderating Role of Structural Distance », Journal of Organizational Behavior, Vol 25, n°8, Dec., pp951-968
    • Bruce J. Avolio et Y. Berson, « Transformational leadership and the dissemination of organizational goals: A case study of a telecommunications firm », The Leadership Quarterly, 15(5), pp625-646
    • T. T. Baldwin, W. H. Bommer et R. S. Rubin, « Setting the stage for effective leadership: Antecedents of transformational leadership behavior », Leadership Quarterly, 15, pp195-210
    • Bernard M. Bass, S. S. Orr, R. E. Riggio, « Transformational leadership in nonprofit organizations », In: R. E. Riggio & S.S. Orr, dir., « Improving Leadership in Nonprofit Organizations », San Francisco, CA: Jossey-Bass, pp49-62
    • J. E. Bono et T. A. Judge, « Personality and transformational and transactional Leadership: A meta-analysis », Journal of Applied Psychology, 89, pp901-910
    • Wibecke Brun, Jarle Eid, Bjorn H. Johnsen, John Chr. Laberg, John K. Nyhus & Gerry Larsson, « Situation Awareness and Transformational Leadership in Senior Military Leaders: An Exploratory Study », Military Psychology, Vol 16, n°3, August, pp203-209
    • James M. Burns, « Transforming Leadership », Grove Press, ISBN 0802141188, ISBN 9780802141187
    • D. Charbonneaue, « Influence tactics and perceptions of transformational leadership », The Leadership and Organization Development Journal, Vol 25, n°7, pp565-576
    • Youmna Chlala, Anasuya Sengupta, Nyambura Ngugi & Shamillah Wilson, « Transformative leadership: the ‘now’ and ‘future’ of the movement », Agenda, Vol 18, n°60, January, pp62-66
    • David V. Day, Stanley M. Halpin, Stephen J. Zaccaro, dir., « Leader Development for Transforming Organizations: Growing Leaders for Tomorrow », Mahwah, NJ: Lawrence Erlbaum Associates
    • Mahmoud A. Elgamal, « The Direct and Mediating Effects of Transactional and Transformational Leadership: A Comparative Approach », Journal of Transnational Management Development, Vol 9, n°2-3, August, pp148-169
    • Ori Eyal & Ronit Kark, « How do Transformational Leaders Transform Organizations? A Study of the Relationship between Leadership and Entrepreneurship », Leadership and Policy in Schools, Vol 3, n°3, September, pp211-235
    • Audrey A. Friedman, « Beyond mediocrity: transformational leadership within a transactional framework », International Journal of Leadership in Education, Vol 7, n°3, September, pp203-224
    • M. A. Griffin, A. E. Rafferty, « Dimensions of transformational leadership: Conceptual and empirical extensions », The Leadership Quarterly, 15, pp329‐354
    • James Griffith, « Relation of principal transformational leadership to school staff job satisfaction, staff turnover, and school performance », Journal of Educational Administration, Vol 42, n°3, pp333-356
    • R. Ilies, T. Judge, R. F. Piccolo, « The Forgotten Ones? The Validity of Consideration and Initiating Structure in Leadership Research », Journal of Applied Psychology, Vol 89, pp36-51
    • K. Jaskyte, « Transformational leadership, organizational culture, and innovativeness in nonprofit organizations », Nonprofit Management and Leadership; Vol 15, pp153-168
    • F. Jorg, B. Schyns, « Is similarity in leadership related to organizational outcomes? The case of transformational leadership », Journal of Leadership & Organizational Studies, 10(4), pp92-102
    • T. A. Judge et R. F. Piccolo, « Transformational and transactional leadership: A meta-analytic test of their relative validity », Journal of Applied Psychology, 89, pp755–768
    • Ronit Kark, « The transformational leader: who is (s)he? A feminist perspective », Journal of Organizational Change Management, 17(2), 16
    • J. J. Lawler, K. Shi, Fred O. Walumbwa, P. Wang, « The role of collective efficacy in the relations between transformational leadership and work outcomes », Journal of Occupational and Organizational Psychology, Vol 77, pp515-530
    • K. A. Patterson, R. F. Russell et A. G. Stone, Transformational versus Servant Leadership – A Difference in Leader Focus », Leadership & Organizational Development Journal, Vol 25, n°4, pp349-361
    • R. Pillai, E. Williams, « Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance », Journal of Organizational Change Management, Vol 17, pp144–159
  • Robert F. Russell et Bruce A. Tucker, « The influence of the Transformational Leader », Journal of Leadership & Organizational Studies, 10(4), Spring, pp103-111
    • Janet Sanders & Tatwa Timsina, « Decentralised transformative leadership approaches to HIV/AIDS in Nepal, 2002–2004 », Development in Practice, Vol 14, n°6, November, pp761-767
    • K. Sanders, B. Schyns, « Impliciete leiderschapstheorieën en de perceptie van transformationeel leiderschap: een replicatie van Duits onderzoek »(Implicit leadership theories and the perception of transformational leadership: A replication of German research) (Les théories du leadership implicite et la perception du leadership transformationnel : Une réplication de la recherche allemande), Gedrag en Organisatie, 17, pp143-154
    • Marshall Sashkin, “Transformational Leadership Approaches: A Review and Synthesis”, In: John Antonakis, Anna T. Cianciolo et Robert J. Sternberg, dir., « The Nature of Leadership », Thousand Oaks, CA: Sage, Chap. 8
    • S. L. Shivers-Blackwell, « Using role theory to examine determinants of transformational and transactional leader behavior », Journal of Leadership and Organizational Studies, 10, pp41-50
    • W. Torbert, « Action inquiry: The secret of timely and transforming leadership », San Francisco: Barrett-Koehler
  • 2005 : Leadership transformationnel

    • J. E. Barbuto, 2005, « Motivation and transactional, charismatic, and transformational leadership: A test of antecedents », Journal of Leadership and Organizational Studies, 11(4), pp26–40
    • David M. Boje and Carl Rhodes, The Virtual Leader Construct: The mass mediatization and simulation of transformational leadership, Leadership, 1(4), 407.
      • Repris en 2009, In: Peter G. Northouse, dir., Leadership. Theory and Practice, SAGE
    • William H. Bommer, David C. Munz, Robert S. Rubin, « Leading from within: The Effects of Emotion Recognition and Personality on Transformational Leadership Behavior », The Academy of Management Journal, Vol 48, n°5, Oct., pp845-858
    • William H. Bommer, Gregory A. Rich, Robert S. Rubin, « Changing Attitudes about Change: Longitudinal Effects of Transformational Leader Behavior on Employee Cynicism about Organizational Change », Journal of Organizational Behavior, Vol 26, n°7, Nov., pp733-753
    • D. J. Brown, L. M. Keeping, « Elaborating the construct of transformational leadership: The role of affect », Leadership Quarterly, Vol 16, pp245−272
    • Jo Ann Brown, M. Ronald Buckley, Walter Davis, Fred Dorn et Milorad M. Novicevic, « Barnard on conflicts of responsibility: Implications for today’s perspectives on transformational and authentic leadership, Management Decision, Vol 43, n°10, pp1396-1409
    • F. William Brown, Dan Moshavi, « Transformational Leadership and Emotional Intelligence: A Potential Pathway for an Increased Understanding of Interpersonal Influence », Journal of Organizational Behavior, Vol 26, n°7, Nov., pp867-871
    • Z. X. Chen, H. Wang, K. S. Law, R. D. Hackett, D. X. Wang, « Leader member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior », Academy of Management Journal, Vol 48, pp420-432
    • I. K. H. Chew, W. D. Spangler, W. Zhu, « CEO transformational leadership and organizational outcomes: The mediating role of human-capital-enhancing human resource management », Leadership Quarterly, 16(1), pp39-52
    • C. B. Crawford, « Effects of transformational leadership and organizational position on knowledge management », Journal of Knowledge Management, 9 (6), pp6-16
    • Elizabeth A. Fisher, « Facing the Challenges of Outcomes Measurement. The Role of Transformational Leadership », Administration in Social Work, Vol 29, n°4, October, pp35-49
    • Rick D. Hackett, Hui Wang, Kenneth S. Law, Duanxu Wang, Zhen Xiong Chen, « Leader-Member Exchange as a Mediator of the Relationship between Transformational Leadership and Followers’ Performance and Organizational Citizenship Behavior », The Academy of Management Journal, Vol 48, n°3, Jun., pp420-432
    • R. S. Hinds, « Consideration of the Relationship Between Spiritual Well-Being and Transformational Leadership », Journal of Applied Management and Entrepreneurship, 10(2), pp124-139
    • Kimberly Hopkins Perttula, Gretchen M. Spreitzer, Katherine Xin, « Traditionality Matters: An Examination of the Effectiveness of Transformational Leadership in the United States and Taiwan », Journal of Organizational Behavior, Vol 26, n°3, May, pp205-227
    • J. H. Humphreys, “Contextual implications for transformational and servant leadership: a historical investigation“, Management Decision, Vol 43, n°10, pp1410–1431
    • N. Jabnoun, A. Juma, A. L. Rasasi, « Transformational leadership and service quality in UAE hospitals », Managing Service Quality, 15(1), pp70-81
    • Doris Jantzi et Kenneth Leithwood, « A Review of Transformational School Leadership Research 1996–2005 », Leadership and Policy in Schools, Vol 4, n°3, September, pp177-199
    • N. Khatri, « An alternative model of transformational leadership », Vision: The Journal of Business Perspective, 9(2), pp19-26
    • Venkat R. Krishnan, « Leader-Member Exchange, Transformational Leadership, and Value System », EJBO Electronic Journal of Business Ethics and Organization Studies, Vol 10, n°1, pp14-21
    • Venkat R. Krishnan, Alpana Priyabhashini, « Transformational Leadership and Follower’s Career Advancement: Role of Pygmalion Effect », Indian Journal of Industrial Relations, Vol 40, n°4, Apr., pp482-499
    • Venkat R. Krishnan, « Transformational leadership and outcomes: Role of relationship duration », Leadership & Organization Journal, Vol 26, n°5/6, pp442-457
    • T. Kuzmenko, R. Montagno, B. Smith, « Transformational and servant leadership: Content and contextual comparisons », Journal of Leadership and Organizational Studies, 10(4), pp80-91
    • J. Lawler, B. Orwa, Fred O. Walumbwa, P. Wang, « Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms », Human Resource Development Quarterly, 16(2), pp235-257
    • Nancy L. Mary, « Transformational Leadership in Human Service Organizations », Administration in Social Work, Vol 29, n°2, February, pp105-118
      • Graham Neale, « Transformational Leadership », BMJ: British Medical Journal, Vol 331, n°7516, Sep. p560
      • Ken W Parry et Paresha N Sinha, « Researching the Trainability of Transformational Organizational Leadership », Human Resource Development International, Vol 8, n°2, June, pp165-183
      • Micha Popper, « Leaders who transform society: what drives them and why we are attracted », Greenwood Publishing Group, ISBN 027598561X, ISBN 9780275985615
      • Hettie A. Richardson, Robert J. Vandenberg, « Integrating Managerial Perceptions and Transformational Leadership into a Work-Unit Level Model of Employee Involvement », Journal of Organizational Behavior, Vol 26, n°5, Aug., pp561-589
  • 2006,
    • G. A. Aarons, « Transformational and transactional leadership: Association with attitudes toward evidence-based practice », Psychiatric Services, 57(8), pp1162-1169
    • John E. Barbuto et Mark E. Burbach, « The Emotional Intelligence of Transformational Leaders: A Field Study of Elected Officials », The Journal of Social Psychology, Vol 146, n°1, February, pp51-64
    • Julian Barling, Cecilia Elving, Erin M. Reid, Sean Tucker, Nick Turner, « Apologies and Transformational Leadership », Journal of Business Ethics, Vol 63, n°2, Jan., pp195-207
    • Bernard M. Bass & E. G. Riggio, « Transformational Leadership », Mahwah, NJ: Lawrence Erlbaum Associates, 2nde édition
      • Nouvelle édition en 2012, Psychology Press
    • Joyce E. Bono & Jessica Dzieweczynski, Radostina K. Purvanova, « Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance », Human Performance, Vol 19, n°1, January, pp1-22
    • J. A. Colquitt, R. F. Piccolo, « Transformational leadership and job behaviors: The mediating role of core job characteristics », Academy of Management Journal, Vol 49, pp327-340
    • David De Cremer, « When authorities influence followers’ affect: The interactive effect of procedural justice and transformational leadership », European Journal of Work and Organizational Psychology, Vol 13, n°3, September, pp322-351
    • Eddie Denessen, Samuel Nguni, Peter Sleegers, « Transformational and transactional leadership effects on teachers’ job satisfaction, organizational commitment, and organizational citizenship behavior in primary schools: The Tanzanian case », School Effectiveness and School Improvement, Vol 17, n°2, June, pp145-177
    • J. V. Denhardt et K. B. Campbell, « The role of democratic values in transformational leadership », Administration and Society, 38 (5), pp556-572
      • Repris en 2009, In: Peter G. Northouse, dir., Leadership. Theory and Practice, SAGE
    • Jarle Eid, Olav Kjellevold Olsen, Bjørn Helge Johnsen, « Moral Behavior and Transformational Leadership in Norwegian Naval Cadets », Military Psychology, Vol 18, n°3, July, ppS37-S56
    • A. S. Engelbrecht, A. F. Schlechter, « The relationship between transformational leadership, meaning and organizational citizenship behavior », Management Dynamics, 15(4), pp2-16
    • Corrie Giles, « Transformational Leadership in Challenging Urban Elementary Schools: A Role for Parent Involvement? », Leadership and Policy in Schools, Vol 5, n°3, September, pp257-282
    • Peter Gray et John A. Ross, « Transformational leadership and teacher commitment to organizational values: The mediating effects of collective teacher efficacy », School Effectiveness and School Improvement, Vol 17, n°2, June, pp179-199
    • Morgan Hills, commentaire du livre « Leadership Competencies for Clinical Managers, The Renaissance of Transformational Leadership », Physiotherapy Theory and Practice, Vol 22, n°4, January, p223
    • Doris Jantzi et Kenneth Leithwood, « Transformational school leadership for large-scale reform: Effects on students, teachers, and their classroom practices », School Effectiveness and School Improvement, Vol 17, n°2, June, pp201-227
    • M. Javidan, D. S. Siegel, D. A. Waldman, « Components of CEO Transformational Leadership and Corporate Social Responsibility, Journal of Management Studies, 43(8), pp1703-1725
    • Tom Karp, « Transforming organisations for organic growth: The DNA of change leadership », Journal of Change Management, Vol 6, n°1, March, pp3-20
    • R. T. Keller, « Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of research and development project team performance », Journal of Applied Psychology, Vol 91, pp202−210
    • Kenneth Leithwood & Peter Sleegers, « Transformational school leadership: Introduction », School Effectiveness and School Improvement, Vol 17, n°2, June, pp143-144
    • T. Mannarelli, « Accounting for Leadership: Charismatic, Transformational Leadership through Reflection and Self–Awareness », Accountancy Ireland, Vol 38, n°6
  • Joseph S. Nye Jr., « Transformational Leadership and U.S. Grand Strategy », Foreign Affairs, Vol 85, n°4, Jul. – Aug., pp139-145, pp147-148
    • S. Parameshwar, “Inventing higher purpose through suffering: The transformation of the transformational leader”, Leadership Quarterly, 17:5, pp454-474
    • Jens Rowold, « Transformational and Transactional Leadership in Martial Arts », Journal of Applied Sport Psychology, Vol 18, n°4, December, pp312-325
    • Maria Simosi, Athena Xenikou, » »Organizational culture and transformational leadership as predictors of business unit performance », Journal of Managerial Psychology, Vol 21, n°6, pp566-579
    • Robert J. Spinelli, « The Applicability of Bass’s Model of Transformational, Transactional, and Laissez-Faire Leadership in the Hospital Administrative Environment », Hospital Topics, Vol 84, n°2, April, pp11-19
  • 2007,
    • J. Alban-Metcalfe, B. Alimo-Metcalfe, « Development of a private sector version of the (engaging) transformational leadership questionnaire », Leadership & Organization Development Journal, Vol 28, pp104-121
    • K. J. Barker, C. R. Emery, « The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel », Journal of Organizational Culture, Communication and Conflict, 11(1), pp77
    • Shane Blum, Sheila Scott-Halsell, Steven R. Shumate, « Using a Model of Emotional Intelligence Domains to Indicate Transformational Leaders in the Hospitality Industry », Journal of Human Resources in Hospitality & Tourism, Vol 7, n°1, December, pp99-113
    • S. Boerner, S. A. Eisenbeiss, D. Griesser, « Follower behavior and organizational performance: The impact of transformational leaders », Journal of Leadership & Organizational Studies, 13(3), pp15-26
    • A. E. R. Bos, D. De Cremer, M. Van Dijke, « When Leaders Are Seen as Transformational: The effects of Organizational Justice », Journal of Applied Social Psychology, Vol 37, pp1797-1816
    • C. Chen, H. Lee, « Effects of transformational team leadership on collective efficacy and team performance », nternational Journal of Management and Enterprise Development, Vol 4, pp202–217
    • A. C. Chuang, H. Liao, « Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships”, Journal of Applied Psychology, vol 92, pp1006-1019
    • Graeme Currie et Andy Lockett, « A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public services organizations », Human Relations, February, vol 60, n°2, pp341-370
    • Jeffrey Glanz, « On vulnerability and transformative leadership: an imperative for leaders of supervision », International Journal of Leadership in Education, Vol 10, n°2, April, pp115-135
    • K. Heinitz, J. Rowold, « Transformational and charismatic leadership: Assessing the convergent, divergent, and criterion validity of the MLQ and CKS », Leadership Quarterly, Vol 18, pp121-133
    • J. P. Kotter, « Leading Change: Why Transformational Efforts Fail », Harvard Business Review, January, pp96-103
    • Thomas J. Kramer, commentaire de la seconde édition du livre de Bernard M. Bass & E. G. Riggio, « Transformational Leadership », The Psychologist-Manager Journal, Vol 10, n°2, October, pp152-155
    • Cath Lambert, « New Labour, New leaders? Gendering Transformational Leadership », British Journal of Sociology of Education, Vol 28, n°2, Mar., pp149-163
  • K. Maslin-Wicks, “Forsaking transformational leadership: the great senator from New York”, Leadership Quarterly, 18:5, pp463-476
  • J. Neubert, C. Wu, M. X. Yi, « Transformational leadership, cohesion perceptions, and employee cynicism about organizational change: The mediating role of justice perceptions », The Journal of Applied Behavioral Science, Vol 43, pp327-351
  • 2008,
    • Bruce J. Avolio, F. O. Walumbwa, W. Zhu, « How transformational leadership weaves its influence on individual job performance: The role of identification and efficacy beliefs », Personnel Psychology, Vol 61, pp793-825
    • Julian Barling, Amy Christie, Nick Turner, « Pseudo-Transformational Leadership: Towards the Development and Test of a Model », Journal of Business Ethics, Vol 81, n°4, Sep., pp851-861
    • Carmen Barroso Castro, José carlos Casillas Bueno, Ma Mar Villegas Periñan, « Transformational leadership and followers’ attitudes: The mediating role of psychological empowerment », The International Journal of Human Resource Management, Vol 19, n°10, october, pp1842-1863
    • Bernard M. Bass et R. Yammarino, « Long term forecasting of transformational leadership and its effects among Naval Officers: Some preliminary findings », In: K.E. & M.B. Clark, dir., « Measures of Leadership », West Orange, NJ: Leadership Library of America, pp151-169
    • S. Boerner, S. A. Eisenbeiss, D. van Knippenberg, « Transformational leadership and team innovation: Integrating team climate principles », Journal of Applied Psychology, Vol 93, pp1438-1446
    • Sten-Olof Brenner, Karina Nielsen, Raymond Randall, Joanna Yarker, « The effects of transformational leadership on followers’ perceived work characteristics and psychological well-being: A longitudinal study », Work & Stress, Vol 22, n°1, January, pp16-32
    • Michele T. Cole, Bobbi Watt Geer, Jill K. Maher, « Managing Nonprofit Organizations: The Importance of Transformational Leadership and Commitment to Operating Standards for Nonprofit Accountability », Public Performance & Management Review, Vol 32, n°1, September, pp51-75
    • B. K. Cooper, J. C. Santora, J. C. Sarros, « Building a climate for innovation through transformational leadership and organizational culture », Journal of Leadership and Organizational Studies, Vol 15, pp145-158
  • Natasa Deutinger, Kurt Matzler, Erich Schwarz, Rainer Harms, « The Relationship between Transformational Leadership, Product Innovation and Performance in SMEs », Journal of Small Business & Entrepreneurship, Vol 21, n°2, March, pp139-151
  • Peter Eckel et Adrianna Kezar, « Advancing diversity agendas on campus: examining transactional and transformational presidential leadership styles », International Journal of Leadership in Education, Vol 11, n°4, October, pp379-405
    • H. Erkutlu, « The impact of transformational leadership on organizational and leadership effectiveness: The Turkish case », The Journal of Management Development, 27(7), pp708-726
    • V. J. Garcia-Morales, F. J. Llorens-Montes, A. J. Verdu-Jover, « The effects of transformational leadership on organizational performance through knowledge and innovation », British Journal of Management, 19, pp299–319
    • Roger J. Givens , « Transformational Leadership: The Impact on Organizational and Personal Outcomes », Emerging Leadership Journeys, Vol 1, n°1, pp4-24
    • Jeffrey Glanz, « On vulnerability and transformative leadership: an imperative for leaders of supervision », International Journal of Leadership in Education, Vol 10, n°2, April, pp115-135
    • L. Gumusluoglu, A. Ilsev, « Transformational leadership, creativity, and organizational innovation », Journal of Business Research, 62(4), pp461-473
    • P. T. Hackett, W. Hortman, « The Relationship of emotional competencies to transformational leadership: Using a corporate model to assess the dispositions of educational leaders », Journal of Educational Research & Policy Studies, Vol 8, n°1, pp92-111
    • V. Ireland, « Leadership: The role of transformational leadership and emotional intelligence », Australian Journal of Civil Engineering, Vol 5, n°1, January, pp7-18
    • Joseph E. Justin, Robert P. Vecchio, Craig L. Pearce, « The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework », Journal of occupational and organizational psychology, Vol 81, n°1, pp71-82
    • Venkat R. Krishnan, « The Impact of Transformational Leadership on Followers’ Duty Orientation and Spirituality », Journal of Human Values, April, vol 14, n°1, pp11-22
    • Parilah Mohd Shah et Aminuddin Yusof, « Transformational Leadership and Leadership Substitutes in Sports: Implications on Coaches’ Job Satisfaction », International Bulletin of Business Administration, n°3
    • Alejandra Navarro-Smith, « Leadership transformation and the exercise of power: political divisions in San Jerónimo Tulijá, Chiapas », Identities, Vol 15, n°5, September, pp528-549
    • James S. Pounder, « Transformational Leadership: Practicing What We Teach in the Management Classroom », Journal of Education for Business, Vol 84, n°1, September, pp2-6
  • James S. Pounder, « Transformational classroom leadership: a novel approach to evaluating classroom performance », Assessment & Evaluation in Higher Education, Vol 33, n°3, June, pp233-243
  • O. Tenne-Gazit, D. Zohar, « Transformational leadership and group interaction as climate antecedents: A social network analysis », Journal of Applied Psychology, Vol 93, pp744-757
  • 2009,
    • Bruce J. Avolio, Fred O. Walumbwa, W. Zhu, « Moderating role of follower characteristics with transformational leadership and follower work engagement », Group & Organization Management, Vol 34, pp590-619
    • Calum A. Arthur, Nichola Callow, Lew Hardy, James Hardy, Matthew J. Smith, « Measurement of Transformational Leadership and its Relationship with Team Cohesion and Performance Level », Journal of Applied Sport Psychology, Vol 21, n°4, October, pp395-412
    • P. A. Balthazard, D. A. Waldman, J. E. Warren, « Predictors of the emergence of transformational leadership in virtual decision teams », The Leadership Quarterly, 20(5)
    • Ilir Boga & Nurcan Ensari, « The Role of Transformational Leadership and Organizational Change on Perceived Organizational Success », The Psychologist-Manager Journal, Vol 12, n°4, November, pp235-251
    • J. E. Bono et R. K. Purvanova, « Transformational leadership in context: Face-to-face and virtual teams », The Leadership Quarterly, 20(3)
  • G. Chen, Z. X. Chen, B. L. Kirkman, J. L. Farh, K. B. Lowe, « Individual power distance orientation and follower reactions to transformational leaders: A cross-level cross-cultural examination », Academy of Management Journal, Vol 52, pp744-764
  • Hsien-Wen Chen, Jen-Wei Cheng, Wei-Chi Tsai, « Employee positive moods as a mediator linking transformational leadership and employee work outcomes », The International Journal of Human Resource Management, Vol 20, n°1, January, pp206-219
  • H. Chia-Hung, L. I. Chung-Kai, « The influence of transformational leadership on workplace relationships and job performance », Social Behavior & Personality: An International Journal, 37, pp1129-1142
  • S. Chien, C. Chiu, H. Lin, « Transformational leadership and team behavioral integration: The mediating role of team learning », Academy of Management Proceedings, pp1-6
  • Ali Akbar Farhangi, Mehdi Fatahi, Bahare Vasegh, Abbas Nargessian, « Studying Relationship Between Emotional and Spiritual Intelligence and Transformational Leadership », Iranian Journal of Managment Sciences, Vol 4, n°15, pp31–57
  • D. Gebert, E. Kearney, « Managing diversity and enhancing team outcomes: The promise of transformational leadership », Journal of Applied Psychology, Vol 94, pp77-89
  • Lale Gumusluoglu, Arzu Ilsev, « Transformational leadership, creativity, and organizational innovation ». Journal of business reaserch, Vol 62, n°4, pp1-13
    • M. D. Howarth, A. E. Rafferty, « Transformational leadership and organizational change: The impact of vision content and delivery », Academy of Management Proceedings, pp1-6
    • Matthew M. Mars, « Student Entrepreneurs as Agents of Organizational Change and Social Transformation: a Grassroots Leadership Perspective », Journal of Change Management, Vol 9, n°3, September, pp339-357
    • Karina Nielsen & Fehmidah Munir, « How do transformational leaders influence followers’ affective well-being? Exploring the mediating role of self-efficacy », Work & Stress, Vol 23, n°4, October, pp313-329
    • J. Parolini, K. Patterson, B. Winston, « Distinguishing between transformational and servant-leadership », Leadership & Organization Development Journal, Vol 30, n°3, pp274–291
    • V. Pataraarechachai, P. Ussahawanitchakit, « Transformational leadership and work commitment: An empirical study of plastic and chemical exporting firms in Thailand », Journal of the Academy of Business & Economics, 9(4), pp109-123.
    • Renée S.M. de Reuver et Marianne van Woerkom, « Predicting excellent management performance in an intercultural context: a study of the influence of multicultural personality on transformational leadership and performance », The International Journal of Human Resource Management, Vol 20, n°10, October, pp2013-2029

Bibliographie sur le leadership transformationnel depuis 2010

  • 2010,
    • Susan W. Arendt, Eric A. Brown, « Perceptions of Transformational Leadership Behaviors and Subordinates’ Performance in Hotels », Journal of Human Resources in Hospitality & Tourism, Vol 10, n°1, November, pp45-59
  • Julian Barling, Mark R. Beauchamp, Katie L. Morton, Ryan E. Rhodes, Louise C. Mâsse, Bruno D. Zumbo, « Extending transformational leadership theory to parenting and adolescent health behaviours: an integrative and theoretical review », Health Psychology Review », Vol 4, n°2, September, pp128-157
  • San Bolkan & Alan K. Goodboy, « Transformational Leadership in the Classroom: The Development and Validation of the Student Intellectual Stimulation Scale », Communication Reports, Vol 23, n°2, October, pp91-105
  • Abby M. Brooks, Kenneth J. Levine, Robert A. Muenchen, « Measuring Transformational and Charismatic Leadership: Why isn’t Charisma Measured? », Communication Monographs, Vol 77, n°4, December, pp576-591
  • Kirk M. Broome, Jennifer R. Edwards, Danica K. Knight, Patrick M. Flynn, « The Development and Validation of a Transformational Leadership Survey for Substance Use Treatment Programs », Substance Use & Misuse, Vol 45, n°9, May, pp1279-1302
  • J. Cho, F. Dansereau, « Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors », Leadership Quarterly, Vol 21, pp409-421
  • N. Clarke, « Emotional intelligence and its relationship to transformational leadership and key project manager competences ». Project Management Journal, 41 (2), pp5-20
  • A. Elkahtany, « The Impact of Transformational Leadership in Achieving Job Satisfaction: Applied Study (Saudi Arabian Airlines) », Business Studies and Research, Vol 30, n°2, pp607-654
  • Jörg Felfe, Sabine Korek, Ute Zaepernick-Rothe, « Transformational leadership and commitment: A multilevel analysis of group-level influences and mediating processes », European Journal of Work and Organizational Psychology, Vol 19, n°3, June, pp364-387
  • P. Fu, A. Tsui, J. Liu, L. Li, « Pursuit of whose happiness? Executive leaders’ transformational behaviors and personal values », Administrative Science Quarterly, Vol 55, pp222-254
  • Sam Gladding, Geri Miller, Carol Marchel, « From Inhumane to Humane: A Longitudinal Study of Leadership Transformation », The Humanistic Psychologist, Vol 38, n°3, August, pp221-235
  • David J. Good, Charles H. Schwepker Jr., « Transformational Leadership and its Impact on Sales Force Moral Judgment », Journal of Personal Selling & Sales Management, Vol 30, n°4, September, pp299-317
    • Jennifer K. Hartwell, George Roth, « Doing more with less at Ariens: a leadership and transformation case study », Organization Management Journal, Vol 7, n°2, June, pp89-109
    • Remus Ilies et Matthias Spitzmuller, « Do they [all] see my true self? Leader’s relational authenticity and followers’ assessments of transformational leadership », European Journal of Work and Organizational Psychology, Vol 19, n°3, June, pp304-332
    • M. Inness, N. Turner et al., « Transformational leadership and employee safety performance: A within-groups, between-jobs design », Journal of Occupational Health Psychology, 15, pp279-290
  • A. N. Pieterse, D. Van Knippenberg, M. Schippers, D. Stam, « Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment », Journal of Organizational Behavior, 31(4), pp609-623
  • J. C. Rode, P. Wang, « Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate », Human Relations, Vol 63, pp110-118
  • Lilli Ruth Rosenberg, « Transforming leadership: reflective practice and the enhancement of happiness », Reflective Practice, Vol 11, n°1, February, pp9-18

2011

  • Les Bell et Phil Smith, « Transactional and transformational leadership in schools in challenging circumstances: a policy paradox », Management in Education, April, Vol 25, pp58-61
  • S. Bhutani, A. Gill, N. Mathur, S. P. Sharma, « The Effects of Empowerment and Transformational Leadership on Employee Intentions to Quit: A Study of Restaurant Workers in India », International Journal of Management, Vol 28, pp217-229
  • Ben Binsardi, Jonathan Cartmell, Alexis McLean, « Sector-wide transformational leadership – how effectively is the EFQM Excellence Model® used in the UK FE sector? », Research in Post-Compulsory Education, Vol 16, n°2, June, pp189-214
  • Sabine Boerner, Hendrik Hüttermann, « Fostering innovation in functionally diverse teams: The two faces of transformational leadership », European Journal of Work and Organizational Psychology, Vol 20, n°6, December, pp833-854
  • San Bolkan & Alan K. Goodboy, « Behavioral Indicators of Transformational Leadership in the College Classroom », Qualitative Research Reports in Communication, Vol 12, n°1, January, pp10-18
  • Glen Brodowsky, Rajnandini Pillai, Jeffrey C Kohles, Michelle C Bligh, Melissa K Carsten, « Leadership in “Confucian Asia”: a three-country study of justice, trust, and transformational leadership », Organization Management Journal, Vol 8, n°4, December, pp242-259
  • S. Burghardt, Sarah Ferguson, W. Tolliver, « Stories of Transformative Leadership in the Human Services: Why the Glass is Always Full », Journal of Community Practice, Vol 19, n°2, April, pp201-203
  • F. Bushra, A. Usman, A. Naveed, « Effect of Transformational Leadership on Employees’ Job Satisfaction and Organizational Commitment in Banking Sector of Lahore (Pakistan) », International Journal of Business and Social Science, Vol 2, n°18, October, pp261-267
  • Wen-Yu Chen et Chia-Yuan Hsu, « Subordinates’ perception of managers’ transformational leadership style and satisfaction: a comparison of electronic manufacturing companies in Mainland China and Taiwan », The International Journal of Human Resource Management
  • Aichia Chuang, Timothy A. Judge & Yuann Jun Liaw, « Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation », European Journal of Work and Organizational Psychology
  • A. E. Colbert, S. H. Courtright, G. W. in-Sue Oh, « Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research », Group & Organization Management, vol 36, pp223-270
  • Cathy Driscoll, E. Kevin Kelloway, Elizabeth Kelley, Margaret C. McKee, « Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers », Journal of Management, Spirituality & Religion, Vol 8, n°3, September, pp233-255
  • Sarah Ferguson, commentaire du livre de S. Burghardt et W. Tolliver, « Stories of Transformative Leadership in the Human Services: Why the Glass is Always Full », Journal of Community Practice, Vol 19, n°2, April, pp201-203
  • W. M. George, S. K. Schneider, « Servant leadership versus transformational leadership in voluntary service organizations », Leadership & Organization Development Journal, Vol 32, n°1, pp60–77
  • C. A. Hartnell, F. O. Walumbwa, « Understanding transformational leadership employee performance links: The role of relational identification and self-efficacy », Journal of Occupational and Organizational Psychology, Vol 84, pp735-744
    • Elizabeth V. Hobman, Chris J. Jackson, Nerina L. Jimmieson, Robin Martin, « The effects of transformational leadership behaviours on follower outcomes: An identity-based analysis », European Journal of Work and Organizational Psychology, Vol 20, n°4, August, pp553-580
    • Joung-Gun Kim & Su-Yol Lee, « Effects of transformational and transactional leadership on employees’ creative behaviour: mediating effects of work motivation and job satisfaction », Asian Journal of Technology Innovation, Vol 19, n°2, December, pp233-247
    • Wendelin M. Kuepers, « ‘Trans- + -form »: Leader- and followership as an embodied, emotional and aesthetic practice for creative transformation in organisations », Leadership & Organization Development Journal, Vol 32, n°1, pp20-40
    • Steven Si & Feng Wei, « Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context », European Journal of Work and Organizational Psychology
    • Guy Moors, « The effect of response style bias on the measurement of transformational, transactional, and laissez-faire leadership », European Journal of Work and Organizational Psychology
    • P. Rolfe, « Transformational leadership theory: What every leader needs to know », Nurse Leader, Vol 9, n°2, pp54-57
    • Arwiphawee Srithongrung, « The Causal Relationships among Transformational Leadership, Organizational Commitment, and Employee Effectiveness », International Journal of Public Administration, Vol 34, n°6, May, pp376-388
    • Athina Vasilaki, « The Relationship Between Transformational Leadership and Postacquisition Performance », International Studies of Management & Organization, Vol 41, n°3, October, pp42-58

2012

  • A. Amin, S. Muda, Y. Yusnita, « The influences of transformational leadership in homestay programme », The International of Social Sciences, Vol 1, pp2305-4557
  • P. Andressen, U. Konradt, C. P. Neck, « The relation between self-leadership and transformational leadership: Competing models and the moderating role of virtuality », Journal of Leadership and Organizational Studies, 19(1), pp68–82
  • Samuel Aryee, Chad A. Hartnell, Fred O. Walumbwa, Qin Zhou, « Transformational Leadership, Innovative Behavior, and Task Performance: Test of Mediation and Moderation Processes », Human Performance, Vol 25, n°1, January, pp1-25
  • J. Barling, E. K. Kelloway, C. Loughlin, N. Turner, « Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership », Work and Stress, Vol 26, n°1, pp39-55
  • Tso-Jen Chen, Yun-Hwa Chiang, Hsi-An Shih, « Transformational leadership, trusting climate, and knowledge-exchange behaviors in Taiwan », The International Journal of Human Resource Management, Vol 23, n°6, March, pp1057-1073
  • Aichia Chuang, Timothy A. Judge, Yuann Jun Liaw, « Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation », European Journal of Work and Organizational Psychology, Vol 21, n°1, February, pp28-56
  • Xavier Dumay & Benoît Galand, « The multilevel impact of transformational leadership on teacher commitment: cognitive and motivational pathways », British Educational Research Journal, Vol 38, n°5, October, pp703-729
  • Jorge F. S. Gomes, Carmen M.M. Pereira, « The strength of human resource practices and transformational leadership: impact on organisational performance », The International Journal of Human Resource Management, Vol 23, n°20, November, pp4301-4318
    • A. M. Grant, « Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership », Academy of Management Journal, vol 55, n°2, pp458-476
    • Lihong Gu, Zhe Zhang, Ming Jia, « Transformational leadership in crisis situations: evidence from the People’s Republic of China », The International Journal of Human Resource Management, Vol 23, n°19, November , pp4085-4109
    • J. M. Howell, X. H. F. Wang, « A multilevel study of transformational leadership, identification, and follower outcomes », The Leadership Quarterly, 23(5), pp775-790
    • Amber Humphrey, « Transformational Leadership and Organizational Citizenship Behaviors: The Role of Organizational Identification », The Psychologist-Manager Journal, Vol 15, n°4, October, pp247-268
    • Hougyun Kim, « Transformational Leadership and Organisational Citizenship Behavior in the Public Sector in South Korea: The Mediating Role of Affective Commitment », Local Government Studies, Vol 38, n°6, December, pp867-892
    • Kenneth Leithwood, Jingping Sun, « Transformational School Leadership Effects on Student Achievement », Leadership and Policy in Schools, Vol 11, n°4, October, pp418-451
    • M. Mohamad, « Transformational Leadership and Employees’ Job Satisfaction and Commitment: A Structural Equation Investigation », Journal of American Science, Vol 8, n°7, pp11-19
    • Guy Moors, « The effect of response style bias on the measurement of transformational, transactional, and laissez-faire leadership », European Journal of Work and Organizational Psychology, Vol 21, n°2, April, pp271-298
    • Donald P. Moynihan, Bradley E. Wright & Sanjay K. Pandey, « Working Within Constraints: Can Transformational Leaders Alter the Experience of Red Tape? », International Public Management Journal, Vol 15, n°3, July, pp315-336
    • Arthur Ring Jr., commentaire du livre de Steve Burghardt & Willie Tolliver, « Stories of Transformative Leadership in the Human Services: Why the Glass is Always Full », Administration in Social Work, Vol 36, n°4, September, pp426-427
    • I. Zahari, A. Shurbagi, « The Effect of Organizational Culture and the Relationship between Transformational Leadership and Job Satisfaction in Petroleum Sector of Libya », International Business Research, Vol 5, n°9, August, pp89-97
    • Steven Si & Feng Wei, « Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context », European Journal of Work and Organizational Psychology, Vol 21, n°2, April, pp299-320
    • Fred O. Walumbwa, « From Transactional and Transformational to Authentic Leadership », In: Michael G. Rumsey, « The Oxford Handbook of Leadership », Oxford University Press, ISBN: 9780195398793
    • Ronit Yitshaki, « How Do Entrepreneurs’ Emotional Intelligence and Transformational Leadership Orientation Impact New Ventures’ Growth? », Journal of Small Business & Entrepreneurship, Vol 25, n°3, January, pp357-374

2013

  • Salwa Abdul-Fattah Al Azzeh, Abdullah Z. Sheikh, Alexander Newman, « Transformational leadership and job involvement in the Middle East: the moderating role of individually held cultural values », The International Journal of Human Resource Management, Vol 24, n°6, March, pp1077-1095
  • A. Amin, Y. Yusnita, M. Y. Ibrahim, S. Muda, « Transformational Leadership and Life Satisfaction among Homestay Participants Program: The Mediating Effect of Attitude », International Journal of Business and Social Science, 4(3), pp235-243
  • Arnifa Asmawi, Sabarudin Zakaria & Chong Chin Wei, « Understanding transformational leadership and R&D culture in Malaysian universities », Innovation, Vol 15, n°3, September, pp287-304
  • Susanne Bahn, « Transformational leaders? The pivotal role that supervisors play in safety culture », International Journal of Training Research, Vol 11, n°1, April, pp17-26
  • Urs Baldegger, Marco R. Furtner, John F. Rauthmann, « Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership », European Journal of Work and Organizational Psychology, Vol 22, n°4, August, pp436-449
  • Paul Beckett, John Field, Douglas Holmes, Luke Molloy, Emily Pile, Nickolas Yu, « Practice what you preach: developing person-centred culture in inpatient mental health settings through strengths-based, transformational leadership », Issues Ment Health Nurs, August, Vol 34, n°8, pp595-601
    • R. Bogler, A. Caspi, S. Roccas, « Transformational and passive leadership: An initial investigation of university instructors as leaders in a virtual learning environment », Educational Management Administration & Leadership, Vol 41, n°3, pp372-392
    • James Gerard Caillier, « Do Employees Feel Comfortable Blowing the Whistle When Their Supervisors Practice Transformational Leadership? », International Journal of Public Administration, Vol 36, n°14, December, pp1020-1028
    • Richard S. DeFrank, Yuwen Liu, « Self-interest and knowledge-sharing intentions: the impacts of transformational leadership climate and HR practices », The International Journal of Human Resource Management, Vol 24, n°6, March, pp1151-1164
  • Liz Fisher, « Transformational leadership among grassroots social service organizations », Community Development, Vol 44, n°3, July, pp292-304
  • L. Gumusluoglu, Z. Karakitapoglu-Aygun, « The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context », Leadership, Vol 9, pp107–133
  • Ji Hoon Song, Cho Hyun Park, Seung Won Yoon & Jungwoo Kim, « A missing link: psychological ownership as a mediator between transformational leadership and organizational citizenship behaviour », Human Resource Development International, Vol 16, n°5, November, pp558-574
    • Charles J. Jacob, Meghan McMaster, Lauren Nestel, Natasha Metzger & Denise Olesky, « Collaborating With Seemingly Unrelated Disciplines: Connecting Transformational Leadership and Counseling Research », Journal of Creativity in Mental Health, Vol 8, n°3, July, pp293-304
    • Daan van Knippenberg & Sim B. Sitkin, « A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? », The Academy of Management Annals, Vol 7, n°1, June, pp1-60
    • Soon Sik Kwon, « The impact of transformational labor leadership on members’ willingness to participate in union activities in Korea: exploration of universality and substitutability for antagonism », The International Journal of Human Resource Management, Vol 24, n°2, January, pp265-284
    • Jennie Small, Erica Wilson, « TEFI 6, June 28–30, 2012, Milan, Italy: Transformational Leadership for Tourism Education », Journal of Teaching in Travel & Tourism, Vol 13, n°2, April, pp202-206
    • Lodewijk van Oord, « Towards transformative leadership in education », International Journal of Leadership in Education, Vol 16, n°4, October, pp419-434
    • Melissa S. Price & Maureen R. Weiss, « Relationships among Coach Leadership, Peer Leadership, and Adolescent Athletes’ Psychosocial and Team Outcomes: A Test of Transformational Leadership Theory », Journal of Applied Sport Psychology, Vol 25, n°2, April, pp265-279

2014

  • Tina Abdullah, Fadzli Ali, Khadijah Daud, Lokman Tahir, « Academics transformational leadership: an investigation of heads of department leadership behaviours in Malaysian public universities », Educational Studies, Vol 40, n°5, October, pp473-495
  • Syed Akhtar, Yue Zhu, « The mediating effects of cognition-based trust and affect-based trust in transformational leadership’s dual processes: evidence from China », The International Journal of Human Resource Management, Vol 25, n°20, November, pp2755-2771
  • Jorrit Alkema, Pieter Boersma, Dirk van Dierendonck, Daan Stam, Ninotchka de Windt, « Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes, The Leadership Quarterly, Vol 25, n°3, June, pp544–562
    • Lotte Bøgh Andersen, Julie Alsøe Krogsgaard, Pernille Thomsen, « Only If We Agree? How Value Conflicts Moderate the Relationship Between Transformational Leadership and Public Service Motivation », International Journal of Public Administration, Vol 37, n°12, October, pp895-907
    • Art Bangert, Steve Nash, « Exploring the relationships between principals’ life experiences and transformational leadership behaviours », International Journal of Leadership in Education, Vol 17, n°4, October, pp462-480
    • Dianne Bealer & Ramudu Bhanugopan, « Transactional and transformational leadership behaviour of expatriate and national managers in the UAE: a cross-cultural comparative analysis », The International Journal of Human Resource Management, Vol 25, n°2, January, pp293-316
    • Floor Berger-Selman, Carsten K. W. De Dreu, Bernard A. Nijstad, « Innovation in top management teams: Minority dissent, transformational leadership, and radical innovations », European Journal of Work and Organizational Psychology, Vol 23, n°2, March, pp310-322
    • Paul Browning, « Why trust the head? Key practices for transformational school leaders to build a purposeful relationship of trust », International Journal of Leadership in Education, Vol 17, n°4, October, pp388-409
    • Eric L. Buschlen & Cathleen A. Warner, « ‘We’re not in Kansas anymore’ Disaster Relief », Social Change Leadership, and Transformation, Journal of Student Affairs Research and Practice, Vol 51, n°3, July, pp311-322
    • Christina Butler, Alexander Newman, « The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry », The International Journal of Human Resource Management, Vol 25, n°7, April, pp1024-1045
    • Dirk van Dierendonck, D. A. Stam, « Exploring the differentials between servant and transformational leadership », RSM Discovery – Management Knowledge, 18 (2), pp16-17
    • Gaëtane Jean-Marie et Lorri J. Santamaría, « Cross-cultural dimensions of applied, critical, and transformational leadership: women principals advancing social justice and educational equity », Cambridge Journal of Education, Vol 44, n°3, July, pp333-360
    • Jacky Lumby, « Leadership preparation: engine of transformation or social reproduction? », Journal of Educational Administration and History, Vol 46, n°3, July, pp306-325
    • Linjuan Rita Men, « Why Leadership Matters to Internal Communication: Linking Transformational Leadership, Symmetrical Communication, and Employee Outcomes », Journal of Public Relations Research, Vol 26, n°3, May, pp256-279
    • Andreas Stenling & Susanne Tafvelin, « Transformational Leadership and Well-Being in Sports: The Mediating Role of Need Satisfaction », Journal of Applied Sport Psychology, Vol 26, n°2, April, pp182-196
    • Michael Walton, « The dark side of transformational leadership: a critical perspective », Action Learning: Research and Practice, Vol 11, n°2, May, pp238-240
  • 2015,
    • Mesut Akdere, Mehmet Top, Menderes Tarcan, « Examining transformational leadership, job satisfaction, organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees », The International Journal of Human Resource Management, Vol 26, n°9, May, pp1259-1282
    • Nicole M. Ardoin, Rachelle K. Gould, Elin Kelsey & Priya Fielding-Singh, « Collaborative and Transformational Leadership in the Environmental Realm », Journal of Environmental Policy & Planning, Vol 17, n°3, May, pp360-380
    • Kara A. Arnold & Megan M. Walsh, « Customer incivility and employee well-being: testing the moderating effects of meaning, perspective taking and transformational leadership », Work & Stress, Vol 29, n°4, October, pp362-378
    • Stéphanie Austin, Claude Fernet, Sarah-Geneviève Trépanier, Marylène Gagné & Jacques Forest, « Transformational leadership and optimal functioning at work: On the mediating role of employees’ perceived job characteristics and motivation », Work & Stress, Vol 29, n°1, January, pp11-31
    • Thomas Baker, Jill A. Gordon & Faye S. Taxman, « A Hierarchical Analysis of Correctional Officers’ Procedural Justice Judgments of Correctional Institutions: Examining the Influence of Transformational Leadership », Justice Quarterly, Vol 32, n°6, November, pp1037-1063
    • Carmen Camarero Izquierdo, M. José Garrido Samaniego & Rebeca San José Cabezudo, « How Strategic Purchasing Orientation and Transformational Leadership Impact Performance: The Mediating Role of Information and Communication Technologies », Journal of Business-to-Business Marketing, Vol 22, n°4, October, pp269-292
    • Yi-Ying Chang, « Strategic human resource management, transformational leadership organizational ambidexterity: evidence from Taiwan », Asia Pacific Business Review, Vol 21, n°4, October, pp517-533
    • Sergio Espinoza-Parra, Fernando Molero & María J. Fuster-Ruizdeapodaca, « Transformational leadership and job satisfaction of police officers (carabineros) in Chile: the mediating effects of group identification and work engagement » / « Liderazgo transformacional y satisfacción laboral en carabineros de Chile: los efectos mediado », Revista de Psicología Social, Vol 30, n°3, September, pp439-467
    • Robert Freeborough, Kathleen Patterson, « Exploring the Effect of Transformational Leadership on Nonprofit Leader Engagement », Servant Leadership: Theory and Practice, Vol 2, n°1, February, pp49-70
    • Jay Joseph, « A values-based approach to transformational leadership in the South Pacific », Community Development, Vol 46, n°1, January, pp2-13
    • Onne Janssen, Niels A. van der Kam, Gerben S. van der Vegt, Janka I. Stoker, « Heroic or hubristic? A componential approach to the relationship between perceived transformational leadership and leader–member exchanges », European Journal of Work and Organizational Psychology, Vol 24, n°4, July, pp611-626
    • Ping-Jen Kao, Peiyu Pai, Tingling Lin & Jun-Yu Zhong, « How transformational leadership fuels employees’ service innovation behavior », The Service Industries Journal, Vol 35, n°7-8, June, pp448-466
    • Jian-Yu Ke, Benbo Li, Abraham Y. Nahm, Rebecca Wyland, Wei Yan, « Reassessing the role of Chinese workers in problem solving: a study of transformational leadership, trust and security in ‘lean’ manufacturing », Asia Pacific Business Review, Vol 21, n°4, October, pp464-481
    • Daisy Kee Mui Hung, Davoud Nikbin & Sunghyup Sean Hyun, Adel Tajasom, « The role of transformational leadership in innovation performance of Malaysian SMEs », Asian Journal of Technology Innovation, Vol 23, n°2, May, pp172-188
    • W. Eric Legg, Aubrey Newland, Maria Newton, Les Podlog, Preston Tanner, « Exploring the nature of transformational leadership in sports: a phenomenological examination with female athletes », Qualitative Research in Sport, Exercise and Health, Vol 7, n°5, October, pp663-687
    • Mehmet Mehmetoglu, Terje Slåtten, « The Effects of Transformational Leadership and Perceived Creativity on Innovation Behavior in the Hospitality Industry », Journal of Human Resources in Hospitality & Tourism, Vol 14, n°2, April, pp195-219
    • T.C. Melewar, Narissara Sujchaphong, Bang Nguyen, « Internal branding in universities and the lessons learnt from the past: the significance of employee brand support and transformational leadership », Journal of Marketing for Higher Education, Vol 25, n°2, July, pp204-237
    • Wen Pan, Qin Zhou, « A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate », Human Performance, Vol 28, n°5, October, pp405-424
    • Yehudit Reuveni & Dana Rachel Vashdi, « Innovation in multidisciplinary teams: The moderating role of transformational leadership in the relationship between professional heterogeneity and shared mental models », European Journal of Work and Organizational Psychology, Vol 24, n°5, August, pp678-692
    • Amar Rughani, « Transformational leadership is for everyone », Education for Primary Care, Vol 26, n°5, September, pp286-288
  • 2016,
    • Sawasn Al-Husseini & Ibrahim Elbeltagi, « Transformational leadership and innovation: a comparison study between Iraq’s public and private higher education », Studies in Higher Education, Vol 41, n°1, January, pp159-181
    • Seung-hyun Han, Gaeun Seo, Jessica Li & Seung Won Yoon, « The mediating effect of organizational commitment and employee empowerment: how transformational leadership impacts employee knowledge sharing intention », Human Resource Development International, Vol 19, n°2, March, pp98-115

Liens internes