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1、JournalofAppliedPsychologyCopyright2004bytheAmericanPsychologicalAssociation2004,Vol.89,No.5,755–7680021-9010/04/$12.00DOI:10.1037/0021-9010.89.5.755TransformationalandTransactionalLeadership:AMeta-AnalyticTestofTheirRelativeValidityTimothyA.JudgeandRonaldF.Pi
2、ccoloUniversityofFloridaThisstudyprovidedacomprehensiveexaminationofthefullrangeoftransformational,transactional,andlaissez-faireleadership.Results(basedon626correlationsfrom87sources)revealedanoverallvalidityof.44fortransformationalleadership,andthisvalidityg
3、eneralizedoverlongitudinalandmultisourcedesigns.Contingentreward(.39)andlaissez-faire(.37)leadershiphadthenexthighestoverallrelations;managementbyexception(activeandpassive)wasinconsistentlyrelatedtothecriteria.Surprisingly,therewereseveralcriteriaforwhichcon
4、tingentrewardleadershiphadstrongerrelationsthandidtransformationalleadership.Furthermore,transformationalleadershipwasstronglycorrelatedwithcontingentreward(.80)andlaissez-faire(.65)leadership.Transformationalandcontingentrewardleadershipgenerallypredictedcri
5、teriacontrollingfortheotherleadershipdimensions,althoughtrans-formationalleadershipfailedtopredictleaderjobperformance.Inthepast20years,asubstantialbodyofresearchhasaccu-stimulation,andindividualizedconsideration.Charisma,orideal-mulatedontransformational–tran
6、sactionalleadershiptheory.izedinfluence,isthedegreetowhichtheleaderbehavesinadmi-Burns(1978)firstintroducedtheconceptsoftransformationalandrablewaysthatcausefollowerstoidentifywiththeleader.Char-transactionalleadershipinhistreatmentofpoliticalleadership.Asisma
7、ticleadersdisplayconviction,takestands,andappealtoCongerandKanungo(1998)noted,toBurnsthedifferencebe-followersonanemotionallevel.Inspirationalmotivationisthetweentransformationalandtransactionalleadershipisintermsofdegreetowhichtheleaderarticulatesavisionthati
8、sappealingandwhatleadersandfollowersofferoneanother.Transformationalinspiringtofollowers.Leaderswithinspirationalmotivationchal-leadersofferapurposethattranscendsshort-termgoalsand
