A Review of Research Evidence on the Antecedents of Transformational Leadership
As the most-studied form of leadership across disciplines in both Western and Chinese contexts, transformational school leadership has the potential to suit diverse national and cultural contexts. Given the growing evidence showing the positive effects of transformational leadership on various schoo...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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MDPI AG
2017-01-01
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| Series: | Education Sciences |
| Subjects: | |
| Online Access: | http://www.mdpi.com/2227-7102/7/1/15 |
| _version_ | 1811262883164585984 |
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| author | Jingping Sun Xuejun Chen Sijia Zhang |
| author_facet | Jingping Sun Xuejun Chen Sijia Zhang |
| author_sort | Jingping Sun |
| collection | DOAJ |
| description | As the most-studied form of leadership across disciplines in both Western and Chinese contexts, transformational school leadership has the potential to suit diverse national and cultural contexts. Given the growing evidence showing the positive effects of transformational leadership on various school outcomes as it relates to school environment, teacher and student achievement, we wanted to explore the factors that gave rise to transformational leadership. The purpose of this study was to identify and compare the antecedents fostering transformational leadership in the contexts of both the United States and China. This paper reviews and discusses the empirical studies of the last two decades, concentrating on the variables that are antecedent to transformational leadership mainly in the educational context, but also in public management, business and psychology. Results show that transformational leadership is related to three sets of antecedents, which include: (1) the leader’s qualities (e.g., self-efficacy, values, traits, emotional intelligence); (2) organizational features (e.g., organization fairness); and (3) the leader’s colleagues’ characteristics (e.g., follower’s initial developmental level). Some antecedents were common to both contexts, while other antecedents appeared to be national context specific. The implications of the findings for future research and leader preparation in different national contexts are discussed. |
| first_indexed | 2024-04-12T19:34:49Z |
| format | Article |
| id | doaj.art-02ca0908186740ec9d30660b8929d3d1 |
| institution | Directory Open Access Journal |
| issn | 2227-7102 |
| language | English |
| last_indexed | 2024-04-12T19:34:49Z |
| publishDate | 2017-01-01 |
| publisher | MDPI AG |
| record_format | Article |
| series | Education Sciences |
| spelling | doaj.art-02ca0908186740ec9d30660b8929d3d12022-12-22T03:19:14ZengMDPI AGEducation Sciences2227-71022017-01-01711510.3390/educsci7010015educsci7010015A Review of Research Evidence on the Antecedents of Transformational LeadershipJingping Sun0Xuejun Chen1Sijia Zhang2College of Education, University of Alabama, Tuscaloosa, AL 35487, USASchool of Education Science, Nanjing Normal University, Nanjing 210097, ChinaCollege of Education, University of Alabama, Tuscaloosa, AL 35487, USAAs the most-studied form of leadership across disciplines in both Western and Chinese contexts, transformational school leadership has the potential to suit diverse national and cultural contexts. Given the growing evidence showing the positive effects of transformational leadership on various school outcomes as it relates to school environment, teacher and student achievement, we wanted to explore the factors that gave rise to transformational leadership. The purpose of this study was to identify and compare the antecedents fostering transformational leadership in the contexts of both the United States and China. This paper reviews and discusses the empirical studies of the last two decades, concentrating on the variables that are antecedent to transformational leadership mainly in the educational context, but also in public management, business and psychology. Results show that transformational leadership is related to three sets of antecedents, which include: (1) the leader’s qualities (e.g., self-efficacy, values, traits, emotional intelligence); (2) organizational features (e.g., organization fairness); and (3) the leader’s colleagues’ characteristics (e.g., follower’s initial developmental level). Some antecedents were common to both contexts, while other antecedents appeared to be national context specific. The implications of the findings for future research and leader preparation in different national contexts are discussed.http://www.mdpi.com/2227-7102/7/1/15transformational leadershipantecedentUSAChina |
| spellingShingle | Jingping Sun Xuejun Chen Sijia Zhang A Review of Research Evidence on the Antecedents of Transformational Leadership Education Sciences transformational leadership antecedent USA China |
| title | A Review of Research Evidence on the Antecedents of Transformational Leadership |
| title_full | A Review of Research Evidence on the Antecedents of Transformational Leadership |
| title_fullStr | A Review of Research Evidence on the Antecedents of Transformational Leadership |
| title_full_unstemmed | A Review of Research Evidence on the Antecedents of Transformational Leadership |
| title_short | A Review of Research Evidence on the Antecedents of Transformational Leadership |
| title_sort | review of research evidence on the antecedents of transformational leadership |
| topic | transformational leadership antecedent USA China |
| url | http://www.mdpi.com/2227-7102/7/1/15 |
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