SAGE Journal Articles
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Journal Article 1: Shatzer, R. H., Caldarella, P., Hallam, P. R., & Brown, B. L. (2013). Comparing the effects of instructional and transformational leadership on student achievement: Implications for practice. Educational Management Administration & Leadership, 42, 445–459.
Abstract: The purpose of this study was to compare transformational and instructional leadership theories, examine the unique impact that school leaders have on student achievement, and determine which specific leadership practices are associated with increased student achievement. The sample for this study consisted of 590 teachers in 37 elementary schools in the Intermountain West of the United States. Teachers rated their principals’ leadership style according to the Multifactor Leadership Questionnaire (Transformational Leadership) and the Principal Instructional Management Rating Scale (Instructional leadership). Student achievement was measured by a criterion referenced test. Hypotheses were tested using regression analysis. Results indicated that instructional leadership explained more of the variance in student achievement than did transformational leadership. Principals’ leadership style tended to have a meaningful impact on student achievement beyond the impact of school context and principal demographics. Specific leadership functions associated with student achievement were also identified and reported. Conclusion, implications and limitations are also discussed.
Journal Article 2: Lee, J., & Jensen, J. (2014). The effects of active constructive and passive corrective leadership on workplace incivility and mediating role of fairness perceptions. Group & Organization Management, 39, 416–443.
Abstract: Given the high costs of workplace deviance to employees and organizations, the question of when and how leaders can reduce or prevent uncivil interpersonal interactions at work is important. In this regard, we sought to understand the implications of one of the most widely cited models of leadership, the Full Range Leadership model, on workplace incivility through the lens of active constructive and passive corrective leadership. Analyzing multi-source data collected from 239 employee–coworker dyads working in diverse organizations, we find that active constructive leadership is related to decreased incidence of workplace incivility through its positive impact on fairness perceptions, whereas passive corrective leadership is both directly and indirectly (through diminished fairness perceptions) related to workplace incivility. This study provides theoretical and practical implications regarding the strategic focus of organizational interventions related to leadership in an effort to reduce workplace incivility and the mechanism by which it operates.
Journal Article 3: Everett, L. Q., & Sitterding, M. C. (2011). Transformational leadership required to design and sustain evidence-based practice: A system exemplar. Western Journal of Nursing Research, 33, 398–426.
Abstract: In a pay-for-performance environment, implementing and sustaining evidence-based practice (EBP) is no longer a luxury but a necessity. A critical driving force for EBP is that our communities—the people we serve—expect to receive care based on the best available evidence. Transformational nursing leadership is required to create an infrastructure that influences organizational factors, processes and expectations, thus enabling the sustainability of EBP. The American Nurses Credentialing Center and the American Organization of Nurse Executives provide a framework for nursing leaders to consider when designing EBP implementation structures. This exemplar illustrates nursing leadership competencies with regard to implementation and sustainability of EBP within a multihospital system.
Journal Article 4: Mulla, Z. R., & Krishnan, V. R. (2011). Transformational leadership: Do the leader’s morals matter and do the follower’s morals change? Journal of Human Values, 17, 129–143.
Abstract: In a study of 205 leader–follower pairs, we investigated the impact of the leader’s values and empathy on followers’ perception of transformational leadership and the effect of transformational leadership on followers’ values and empathy. The moderating effect of leader–follower relationship duration on the effect of transformational leadership on followers’ values and empathy was also investigated. We found that the leader’s values were related to transformational leadership and transformational leadership was related to followers’ values. Over time, the relationship between transformational leadership and followers’ empathy and values became stronger.