Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda |
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| Institution: | 1. Bass Center for Leadership Studies, Binghamton University, State University of New York, Binghamton, NY 13902-6000, United States of America;2. Bass Center for Leadership Studies and School of Management, Binghamton University, State University of New York, United States of America;3. School of Graduate Professional Studies at Great Valley, Pennsylvania State University, United States of America |
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| Abstract: | Transformational leadership theory represents a cornerstone in leadership research. Despite an impressive empirical record highlighted by both the breadth of its nomological network and magnitudes of effects, scholars raise serious construct and content validity concerns. In this article, we address a remarkable oversight in the transformational leadership literature. Few studies have assessed the theory assumption that the positive individual, group, and organizational effects of transformational leadership are due to the transformation of followers in specific and enduring ways. We offer a systematic review of empirical evidence related to follower transformation as the conceptual foundation of transformational leadership theory. Findings from this review highlight the radical leap in the evolution of transformational leadership theory from nascent phenomena to mature paradigm. Calling for a return to nascent and intermediary phases of theory development, we conclude with a research agenda aimed at creating a stronger theory, better measures, and more actionable leadership models. |
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