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Transformational leadership: a quasi-experimental study

Arthur, C.A. and Hardy, L. (2014) Transformational leadership: a quasi-experimental study. Leadership & Organization Development Journal, 35 (1). pp. 38-53. DOI: 10.1108/LODJ-03-2012-0033

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Abstract

The purpose of this paper is to report a field-based quasi-experimental study designed to examine the effectiveness of a transformational leadership intervention in remediating poor performance. The intervention was conducted on elements of the organization that senior management perceived as being low performing.

Item Type: Article
Subjects: Research Publications
Departments: College of Health and Behavioural Sciences > School of Sport, Health and Exercise Sciences
Date Deposited: 09 Dec 2014 16:33
Last Modified: 23 Sep 2015 03:00
ISSN: 0143-7739
Publisher's Statement: "This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (please insert the web address here). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited."
URI: http://e.bangor.ac.uk/id/eprint/445
Identification Number: DOI: 10.1108/LODJ-03-2012-0033
Publisher: Emerald Group Publishing
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