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Transactional Leadership Revisited: Self–Other Agreement and Its Consequences
Author(s) -
Whittington J. Lee,
Coker Renee H.,
Goodwin Vicki L.,
Ickes William,
Murray Brian
Publication year - 2009
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2009.00507.x
Subject(s) - transformational leadership , transactional leadership , psychology , organizational citizenship behavior , social psychology , interpretation (philosophy) , leadership style , perception , field (mathematics) , organizational commitment , computer science , mathematics , neuroscience , pure mathematics , programming language
In a field study involving 209 leader–follower dyads, we examined leader–follower agreement regarding perceptions of the leaders' behavior style and follower outcomes of performance, organizational citizenship behavior, affective commitment, and trust in the leader. Using the self–other agreement paradigm, we found that agreement about a leader's style as transactional was positively related to these outcomes, whereas there was no relationship between agreement about a leader's transformational style and any of the outcomes. These findings support our view that a shared interpretation of the leader's transactional behavior is essential for positive follower outcomes, and may also be a necessary precondition for the effective use of transformational leader behavior. Implications for theory and future research are discussed.