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Leader’s Warmth, Transformational Leadership and Effectiveness

Jakub Prochazka 1,2, Martin Vaculik 1, and Petr Smutny 2,
1. Department of Psychology, Faculty of Social Studies, Masaryk University, Brno, Czech Republic
2. Department of Corporate Economy, Faculty of Economics and Administration, Masaryk University, Brno, Czech Republic

Abstract—This research study explores the relationship between Leader Warmth, Transformational Leadership, and various criteria of Leader Effectiveness. The data were collected through a four-month long management simulation game, which provided a standardized environment for our research. 184 CEOs of fictitious companies completed self-assessment questionnaires regarding their real and ideal warmth. Their Transformational Leadership, perceived Leader Effectiveness, and Leadership Emergence were evaluated on average by 18.15 followers of each CEO. Overall, the evaluation involved 3,340 followers. Group Performance was measured through the profitability of each company under the leadership of the CEO during the entire course of the simulation game. The study found no support for a relationship between Leader Warmth and Transformational Leadership and between Leader Warmth and three criteria of Leader Effectiveness (i.e. Group Performance, Leader Effectiveness and Leadership Emergence). The difference between a leader’s ideal and real warmth relates, through Transformational Leadership, to the effectiveness of a leader when exploring all the different indicators of Leader Effectiveness. We assume that a leader who desires to be less warm than she actually is possesses a more clear perspective about the possible maladaptive aspects of Leader Warmth.

Index Terms—transformational leadership, leader effectiveness, warmth, ideal self, business simulation

Cite: Jakub Prochazka, Martin Vaculik, and Petr Smutny, "Leader’s Warmth, Transformational Leadership and Effectiveness," Journal of Advanced Management Science, Vol. 3, No. 2, pp. 93-102, June 2015. doi: 10.12720/joams.3.2.93-102
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