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Transformational and transactional leadership styles, followers' positive and negative emotions, and performance in German nonprofit orchestras
Author(s) -
Rowold Jens,
Rohmann Anette
Publication year - 2009
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.240
Subject(s) - transformational leadership , transactional leadership , german , leadership style , psychology , shared leadership , perception , social psychology , public relations , political science , archaeology , neuroscience , history
Although the transformational‐transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians' perceptions of their orchestra conductors' leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations.