Transformational and active transactional leadership in the Canadian military

Citation

Ivey, G.W. (2010), "Transformational and active transactional leadership in the Canadian military", Development and Learning in Organizations, Vol. 24 No. 5. https://doi.org/10.1108/dlo.2010.08124ead.001

Transformational and active transactional leadership in the Canadian military

Article Type: Abstracts From: Development and Learning in Organizations, Volume 24, Issue 5

Ivey G.W. and Kline T.J.B.Leadership & Organization Development Journal (UK) , 2010, Vol. 31 No 3, Start page: 246, No. of pages: 17

Purpose – Seeks to examine the manifestation and effects of transformational, contingent reward, and active management-by-exception leadership across ranks in the Canadian military. It also aims to investigate whether or not the relationships between perceived leadership behaviours and effective leadership outcomes are moderated by hierarchical level and followers’ expectations. Design/methodology/approach – A total of 704 military officers and enlisted members rated their leaders’ behaviours and the behaviours they expect of their leaders. Findings – Frequency of transformational leadership behaviours increased with rank, but frequencies of perceived and expected contingent reward and active management-by-exception leadership behaviours did not. Transformational and contingent reward leadership effects were not moderated by rank or by followers’ expectations. The effects of perceived active management-by-exception leadership were moderated by followers’ expectations. Research limitations/implications – When followers do not expect active management-by-exception from their supervisors, based on their own implicit beliefs about the types of behaviours their leaders should be exhibiting, but they are subjected to it, their job satisfaction and their attitudes toward their supervisors may be negatively affected. Practical implications – Transformational leadership is prevalent, expected, and effective at all hierarchical levels. Because of their positive impact on followers’ job satisfaction and their attitudes toward their supervisors, the Canadian military should continue to encourage transformational leadership and contingent reward leadership behaviours at all hierarchical levels. Originality/value - The study highlights the potential importance of congruence between the expectations followers have of their leaders and followers’ perceptions of their leaders’ actual behaviours. Article type: Research paper ISSN: 0143-7739 Reference: 39AL849

Keywords: Armed forces, Transactional leadership, Transformational leadership