11 popularnych stylów przywództwa i wskazówki, jak wybrać ...
Oprócz teorii przywództwa Lewina i teorii przywództwa emocjonalnego istnieją dwa inne główne style przywództwa: transformacyjny i transakcyjny.
twierdził
Najpopularniejszą teorią Bernarda M. Bassa jest przywództwo transformacyjne, które jest połączeniem czterech cech przywódczych. Teoria ta została sformułowana w oparciu o koncepcję Jamesa McGregora Burnsa z 1978 r., w której <anchor>twierdził</anchor>, że przywódcy i podwładni pomagają sobie nawzajem w podnoszeniu morale i motywacji.
(PDF) Transforming Leadership: A Process of Collective Actio
(PDF) Transforming Leadership: A Process of Collective Actio

ArticlePDF Available

# Transforming Leadership: A Process of Collective Actio

- November 1985
- Human Relations 38(11):1023-1046

- 38(11):1023-1046

DOI: [10.1177/001872678503801103](http://dx.doi.org/10.1177/001872678503801103)

Authors:

[![Nancy Charlotte Roberts at Naval Postgraduate School](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)](profile/Nancy-Roberts-3)

[Nancy Charlotte Roberts](profile/Nancy-Roberts-3)

- [Naval Postgraduate School](https://www.researchgate.net/institution/Naval_Postgraduate_School)

![](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)

[Download full-text PDF](profile/Nancy-Roberts-3/publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio/links/5a78e09daca2722e4df31a8f/Transforming-Leadership-A-Process-of-Collective-Actio.pdf) [Read full-text](publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio#read)

[Download full-text PDF](https://www.researchgate.net/profile/Nancy-Roberts-3/publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio/links/5a78e09daca2722e4df31a8f/Transforming-Leadership-A-Process-of-Collective-Actio.pdf)

[Read full-text](publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio#read)

[Download citation](https://www.researchgate.net/publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio/citation/download)

Copy link Link copied

* * *

[Read full-text](publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio#read) [Download citation](https://www.researchgate.net/publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio/citation/download)
Copy link Link copied

[Citations (179)](publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio#citations) [References (10)](publication/248150557_Transforming_Leadership_A_Process_of_Collective_Actio#references)

## Abstract

This paper is an in-depth analysis of transforming leadership - its definition and its basic features. In a study of a suburban school district, six elements were found to be important in the transformative process: a crisis, the school district's mission and vision, an ad hoc structure, a participative process, and a skillful change agent in the role of superintendent.

![ResearchGate Logo](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)

**Discover the world's research**

- 25+ million members
- 160+ million publication pages
- 2.3+ billion citations

[Join for free](signup.SignUp.html)

Public Full-text 1

Content uploaded by [Nancy Charlotte Roberts](profile/Nancy-Roberts-3)

Author content

All content in this area was uploaded by Nancy Charlotte Roberts on Feb 05, 2018

Content may be subject to copyright.

Transformational leadership1

Transformational leadership

Transformational leadership is defined as a leadership approach that causes change in individuals and social

systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing

followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale

and performance of followers through a variety of mechanisms. These include connecting the follower's sense of

identity and self to the mission and the collective identity of the organization; being a role model for followers that

inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and

weaknesses of followers, so the leader can align followers with tasks that optimize their performance....

Background

James MacGregor Burns (1978)\[1\] first introduced the concept of transforming leadership in his descriptive research

on political leaders, but this term is now used in organizational psychology as well. According to Burns,

transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of

morale and motivation". Burns related to the difficulty in differentiation between management and leadership and

claimed that the differences are in characteristics and behaviors. He established two concepts: "transforming

leadership" and "transactional leadership". According to Burns, the transforming approach creates significant change

in the life of people and organizations. It redesigns perceptions and values, and changes expectations and aspirations

of employees. Unlike in the transactional approach, it is not based on a "give and take" relationship, but on the

leader's personality, traits and ability to make a change through example, articulation of an energizing vision and

challenging goals. Transforming leaders are idealized in the sense that they are a moral exemplar of working towards

the benefit of the team, organization and/or community. Burns theorized that transforming and transactional

leadership were mutually exclusive styles. Transactional leaders usually do not strive for cultural change in the

organization but they work in the existing culture while transformational leaders can try to change organizational

culture.

Development of concept

Another researcher, Bernard M. Bass (1985), extended the work of Burns (1978) by explaining the psychological

mechanisms that underlie transforming and transactional leadership; Bass also used the term "transformational"

instead of "transforming." Bass added to the initial concepts of Burns (1978) to help explain how transformational

leadership could be measured, as well as how it impacts follower motivation and performance.\[2\] The extent to which

a leader is transformational, is measured first, in terms of his influence on the followers. The followers of such a

leader feel trust, admiration, loyalty and respect for the leader and because of the qualities of the transformational

leader are willing to work harder than originally expected. These outcomes occur because the transformational leader

offers followers something more than just working for self gain; they provide followers with an inspiring mission

and vision and give them an identity. The leader transforms and motivates followers through his or her idealized

influence (earlier referred to as charisma), intellectual stimulation and individual consideration. In addition, this

leader encourages followers to come up with new and unique ways to challenge the status quo and to alter the

environment to support being successful. Finally, in contrast to Burns, Bass suggested that leadership can

simultaneously display both transformational and transactional leadership.

Now 30 years of research and a number of meta-analyses have shown that transformational and transactional

leadership positively predicts a wide variety of performance outcomes including individual, group and organizational

level variables (see Bass & Bass 2008, The Bass Handbook of Leadership: Theory, Research, and Managerial

Applications" 4th edition Free Press).

The full range of leadership introduces four elements of transformational leadership:

Transformational leadership2

1.Individualized Consideration– the degree to which the leader attends to each follower's needs, acts as a mentor

or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support,

keeps communication open and places challenges before the followers. This also encompasses the need for

respect and celebrates the individual contribution that each follower can make to the team. The followers have a

will and aspirations for self development and have intrinsic motivation for their tasks.

2.Intellectual Stimulation– the degree to which the leader challenges assumptions, takes risks and solicits

followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and

develop people who think independently. For such a leader, learning is a value and unexpected situations are seen

as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to

execute their tasks.

3.Inspirational Motivation– the degree to which the leader articulates a vision that is appealing and inspiring to

followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism

about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if

they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The

visionary aspects of leadership are supported by communication skills that make the vision understandable,

precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged

and optimistic about the future and believe in their abilities.

4.Idealized Influence– Provides a role model for high ethical behavior, instills pride, gains respect and trust.

As a development tool, transformational leadership has spread already in all sectors of western societies, including

governmental organizations. As an example, the Finnish Defence Forces is using widely Deep Lead© Model as basic

solution of its leadership training and development. The Deep Lead© Model is based on the theory of

transformational leadership.

Research in the area

When researching transformational and transactional leadership the most frequently used survey is called "the

Multifactor Leadership Questionnaire" (MLQ Form 5X). This is a questionnaire that measures each of the

components of the full range of leadership, initially starting with Bass' (1985) factors and analysis. The original

scales in the questionnaire are based on a initial factor analysis and earlier versions.

Earlier research on transformational leadership was limited, because the knowledge in this area was too primitive for

finding good examples for the items in the questionnaire. Another weakness in the first version of the MLQ related

to the wording of items. Most items in the scale of charismatic leadership described the result of leadership, instead

of specific actions of the leader that can be observed and that, in turn, lead to the results. In response to the critics,

Bass and Avolio (1990) included in the revised and now subsequent versions many more items that describe

leadership actions that are observed directly. They also split out attributions of leadership associated with Idealized

Influence and behaviors and actions into two separate scales.

The current version of the MLQ Form 5X includes 36 items that are broken down into 9 scales with 4 items

measuring each scale. Subsequent validation work by John Antonakis and his colleagues provided strong evidence

supporting the validity and reliability of the MLQ5X.\[3\] Indeed, Antonakis et al. (2003) confirmed the viability of the

proposed nine-factor model MLQ model, using two very large samples (Study 1: N=3368; Study 2: N=6525).

Although other researchers have still been critical of the MLQ model, since 2003 none has been able to provide

dis-confirming evidence of the theorized nine-factor model with such large sample sizes at those published by

Antonakis et al. (2003).

Transformational leadership3

Implications for managers

Yukl (1994) draws some tips for transformational leadership\[4\] :

1.Develop a challenging and attractive vision, together with the employees.

2.Tie the vision to a strategy for its achievement.

3.Develop the vision, specify and translate it to actions.

4.Express confidence, decisiveness and optimism about the vision and its implementation.

5.Realize the vision through small planned steps and small successes in the path for its full implementation.

Notes

\[1\]Burns, J.M, (1978), Leadership, N.Y, Harper and Row.

\[2\]Bass, B. M,(1985), Leadership and Performance, N.Y. Free Press.

\[3\]Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor Full-Range

Leadership Theory using the Multifactor Leadership Questionnaire. The Leadership Quarterly, 14(3), 261-295.http://dx.doi.org/10.1016/

S1048-9843(03)00030-4

\[4\]Yukl, G.(1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10,

285-305; http://dx.doi.org/10.1016/S1048-9843(99)00013-2

References

•Roesner, J. (1990). Ways women lead. Harvard Business Review. November - December.

•Kotlyar, I. & Karakowsky, L. (2006). Leading Conflict? Linkages Between Leader Behaviors and Group Conflict.

Small Group Research, Vol. 37, No. 4, 377-403

•Kotlyar, I., & Karakowsky, L. (2007). Falling Over Ourselves to Follow the Leader. Journal of Leadership &

Organizational Studies, Vol. 14, No. 1, 38-49

•Nissinen, Vesa (2006). Deep Leadership. Talentum, Finland.

•Albritton, R. L. (1998). A new paradigm of leader effectiveness for academic libraries: An empirical study of the

Bass (1985) model of transformational leadership. In T.F. Mech & G.B. McCabe (Eds.), Leadership and

academic librarians (pp.‚66–82) . Westport, CT: Greenwood, 1998.

•Bass, B. M. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ:

Erlbaum.

•Bass, B.M. & Avolio, B.J. (Eds.). (1994). Improving organizational effectiveness through transformational

leadership. Thousand Oaks, CA: Sage Publications.

•Burns, J.M. (1978) Leadership. New York. Harper & Row.

•Pielstick, C.D. (1998). The transforming leader: A meta-ethnographic analysis. Community College Review,

26(3), 15-34.

•Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2001). ‘The development of a new Transformational Leadership

Questionnaire’. The Journal of Occupational & Organizational Psychology, 74, 1-27

•Kouzes, J.,Posner, B. (1999). "Encouraging the Heart." San Francisco, CA: Jossey-Bass Inc., Publishers

•Muhammad Faisal Aziz (2009) Casual Management Concept, articlebase.com

Transformational leadership4

External links

•(http://www.mindgarden.com/translead.htm) White paper on transformational leadership, and the Multifactor

Leadership Questionnaire (MLQ)

•(http://www.entrepreneur.com/tradejournals/article/print/167430593.html) Kotlyar, I., & Karakowsky, L.

(2007). Falling Over Ourselves to Follow the Leader. Journal of Leadership & Organizational Studies, Vol. 14,

No. 1, 38-49

•(http://cbae.nmsu.edu/~dboje/teaching/338/transformational\_leadership.htm) Tips for transformational

leader

•(http://www.leadershipskills-saintmarys.com/leadership\_info.html) BA and MA Degree Programs in

Leadership

•BA and MA Degrees in Leadership (http://www.leadershipskills-saintmarys.com/leadership\_info.html)

•Transformational Leadership Blog (http://www.transformationalleadershiphq.com)

Article Sources and Contributors5

Article Sources and Contributors

Transformational leadership ‚Source: http://en.wikipedia.org/w/index.php?oldid=454966429 ‚Contributors: A. B., Aaron Kauppi, Academic Challenger, Accounting4Taste, AdRock, Akinsope,

Alan Liefting, Alexdeangelis86, Antonia Burns, Apor, Asouf, Bavolio, Blue387, Bobblehead, Btphelps, Carmaz, Ccujec, Chira, Cirt, Courcelles, DARTH SIDIOUS 2, DVdm, Dannyguillory,

Debdebtig, Deipnosophista, Edenhende, Editor br, Elassint, Escape Orbit, Euryalus, FabianMontescu, Faisal Aziz.pk, Fetchcomms, Finlay McWalter, GB fan, Gbradt, Gerry.1parker, Grafen,

Gscshoyru, Infininme, Infininmy, J04n, JHunterJ, JaymieReighn, Jeff G., Jeremykemp, Jncraton, Jossi, Krashlandon, L Kensington, LarryQ, LeaderCoach, Lova Falk, Lradrama, Materialscientist,

Mctag, Mikael Häggström, Mikeclayton, Nashypoo, Nryan30, Peachydad, Penstalker, Pixy pom, Qworty, Raymondaaron, Reedy, Rjwilmsi, Rl, Rusty8491, Sagewiz, Satori Son, Skagedal, Skinny

McGee, Smmurphy, Sweetcandy596, Synchronism, Techieton, The wub, Thementor, Timtrent, Tompollak, Transformationchampion, TwistOfCain, Voceditenore, Will Beback, William Avery,

Wjervis, Yifatmodan, Yodtao, ZacharyD, 147 anonymous edits

License

Creative Commons Attribution-Share Alike 3.0 Unported

//creativecommons.org/licenses/by-sa/3.0/

## Citations (179)

## References (10)

... In addition to a transformational leadership approach, it is essential to also focus on incorporating elements of learning and innovation. The current forms of transformational leadership consist of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration \[142\]. The difficulty arises in connecting diverse systems, platforms, and standards due to the absence of standardization in IoT systems. ...

[Forging Pathways to Circular Economy Excellence: Integrating Industry 4.0 with Quality Management](publication/379657311_Forging_Pathways_to_Circular_Economy_Excellence_Integrating_Industry_40_with_Quality_Management)

Article

Full-text available

- Apr 2024

- [![An Duong Thi Binh](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)An Duong Thi Binh](https://www.researchgate.net/profile/An-Duong-Thi-Binh)
- [![Mohammadreza Akbari](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Mohammadreza Akbari](https://www.researchgate.net/profile/Mohammadreza-Akbari-4)
- [Huong Le Thi Cam](https://www.researchgate.net/scientific-contributions/Huong-Le-Thi-Cam-2278616693)
- [![Huy Truong Quang](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Huy Truong Quang](https://www.researchgate.net/profile/Huy-Truong-Quang)

The convergence of industry 4.0 technologies with supply chain operations and sustainability initiatives has sparked interest in integrating supply chain quality management with these advancements, termed SCQM 4.0. A comprehensive literature review spanning 1998 to 2023, analyzing 232 papers, unveiled key trends, identified research gaps, and outlined a future research agenda for SCQM 4.0. The review culminated in the development of a comprehensive theoretical framework for SCQM 4.0 geared towards fostering sustainability within a circular economy framework, encompassing economic, social, and environmental dimensions. Notably, the study implies a rising enthusiasm for leveraging industry 4.0 tools such as the internet of things, blockchain, traceability systems , and smart packaging to enhance quality management within circular supply chain operations. Additionally, it proposes SCQM 4.0 strategies aimed at achieving holistic sustainability objectives in circular economies, underscoring implications for further scholarly inquiry in this dynamic field. To promote supply chain quality management digitalization, supply chain stakeholders should analyze research gaps and develop practical implementation plans using the SCQM 4.0 framework. Additionally, exploratory qualitative investigations among organizations and industries should be conducted to identify essential components in sustainable SCQM 4.0.

[View](publication/379657311_Forging_Pathways_to_Circular_Economy_Excellence_Integrating_Industry_40_with_Quality_Management)

Show abstract

... These are attributes that describe organizations management style and command-how decisions are made and how roles and responsibilitie are allocated/delegated (Roberts, 1985). Crossorganizational is a unit that interacts with each other in a certain pattern so that each member of the organization has its own function and duties as a unit that has certain goals (Ziehe & Helfen, 2021). ...

[Maturity of Employment Data Interoperability in supporting One Employment Data at the Ministry and Regional Government Level](publication/377142430_Maturity_of_Employment_Data_Interoperability_in_supporting_One_Employment_Data_at_the_Ministry_and_Regional_Government_Level)

Article

Full-text available

- Dec 2023

- [![Herpita Wahyuni](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Herpita Wahyuni](https://www.researchgate.net/profile/Herpita-Wahyuni)
- [![Dyah Mutiarin](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Dyah Mutiarin](https://www.researchgate.net/profile/Dyah-Mutiarin-2)
- [![Wahyudi Kumorotomo](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Wahyudi Kumorotomo](https://www.researchgate.net/profile/Wahyudi-Kumorotomo-2)
- [Nur Syakiran Akmal Ismail](https://www.researchgate.net/scientific-contributions/Nur-Syakiran-Akmal-Ismail-2290899099)

This research aims to determine the level of readiness or maturity of Employment Data Interoperability in supporting One Employment Data at the Ministry and Regional Government Level. Analyzing the maturity level of E-government interoperability across organizations in the Central Government and Regional Government in the Management of One Employment Data, namely: Preparedness, Understanding, Command Style and Ethos. This type of research is a type of mix method between critical discourse analysis. The research results show that the Preparedness indicator with a percentage of NVivo 12 Plus analysis results is 20.00% with the implementation of strengthening the implementation of one employment data policy by coordinating between central and regional employment agencies which aims to unify perceptions between the Ministry of Manpower and the Department in charge of employment regarding data standards, metadata, and employment data reference codes. Understanding with a percentage of 27.00% is well implemented and can provide implementation references and guidelines for central and regional agencies in order to realize the availability of quality, easily accessible and shared Employment Data between central and regional agencies. Command style (24.00%) is committed to building coordination and consolidation in order to achieve data interoperability. Ethos (27.00%) by carrying out the revitalization of One Employment Data's network and data security devices and hashtags in the data interoperability process which indicates that information related to work, training and the labor market can be better integrated for analysis and decision making purposes which is more effective.

[View](publication/377142430_Maturity_of_Employment_Data_Interoperability_in_supporting_One_Employment_Data_at_the_Ministry_and_Regional_Government_Level)

Show abstract

... The Charisma Period's central premise is that leadership must be visionary, transforming people who perceive the vision and giving them a renewed feeling of purpose and meaning. It expands on the Culture Era by considering leadership as a collective action process (Roberts, 1985). Leadership does not lie just on the shoulders of a single person, but on the shoulders of everyone who shares the mission and vision. ...

[Historical and Emergent Leadership Models in the North-West and South-East](publication/369645913_Historical_and_Emergent_Leadership_Models_in_the_North-West_and_South-East)

Chapter

- Mar 2023

- [![Kennedy M. Musyoka](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Kennedy M. Musyoka](https://www.researchgate.net/profile/Kennedy-Musyoka-4)
- [![Margaret F. Sloan](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Margaret F. Sloan](https://www.researchgate.net/profile/Margaret-Sloan)

[View](publication/369645913_Historical_and_Emergent_Leadership_Models_in_the_North-West_and_South-East)

... A large body of work has shown that the practice of leadership has been associated with enhanced team performance \[49,95\]. Transformational leadership involves empowering team members to work towards a common, shared, goal \[96\]; a more relevant model is that of functional leadership, where satisfaction of the teams' needs adapts to the stages of team development \[49\]. Leadership-specific KSAs that we identified include conflict resolution, sense-making, goal-setting, and external networking. ...

[Competencies supporting high-performance translational teams: A review of the SciTS evidence base](publication/368968400_Competencies_supporting_high-performance_translational_teams_A_review_of_the_SciTS_evidence_base)

Article

Full-text available

- Mar 2023

- [![Allan R Brasier](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Allan R Brasier](https://www.researchgate.net/profile/Allan-Brasier)
- [![Elizabeth S. Burnside](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Elizabeth S. Burnside](https://www.researchgate.net/profile/Elizabeth-Burnside-2)
- [Betsy Rolland](https://www.researchgate.net/scientific-contributions/Betsy-Rolland-2159482327)

A translational team (TT) is a specific type of interdisciplinary team that seeks to improve human health. Because high-performing TTs are critical to accomplishing CTSA goals, a greater understanding of how to promote TT performance is needed. Previous work by a CTSA Workgroup formulated a taxonomy of 5 interrelated team-emergent competency “domains” for successful translation: 1). affect, 2). communication, 3). management, 4). collaborative problem-solving, and 5). leadership. These Knowledge Skills and Attitudes (KSAs) develop within teams from the team’s interactions. However, understanding how practice in these domains enhance team performance was unaddressed. To fill this gap, we conducted a scoping literature review of empirical team studies from the broader Science of Team Science literature domains. We identified specific team-emergent KSAs that enhance TT performance, mapped these to the earlier “domain” taxonomy, and developed a rubric for their assessment. This work identifies important areas of intersection of practices in specific competencies across other competency domains. We find that inclusive environment, openness to transdisciplinary knowledge sharing, and situational leadership are a core triad of team-emergent competencies that reinforce each other and are highly linked to team performance. Finally, we identify strategies for enhancing these competencies. This work provides a grounded approach for training interventions in the CTSA context.

[View](publication/368968400_Competencies_supporting_high-performance_translational_teams_A_review_of_the_SciTS_evidence_base)

Show abstract

[A Buddhist Theory of Organizational Leadership](publication/382078589_A_Buddhist_Theory_of_Organizational_Leadership)

Chapter

- Mar 2018

- [![Mark Kriger](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Mark Kriger](https://www.researchgate.net/profile/Mark-Kriger)
- [Satinder Dhiman](https://www.researchgate.net/scientific-contributions/Satinder-Dhiman-2286448141)

[View](publication/382078589_A_Buddhist_Theory_of_Organizational_Leadership)

[KUTATÁSI INTERJÚZÁS CSALÁDI VÁLLALKOZÁSOKBAN](publication/381258870_KUTATASI_INTERJUZAS_CSALADI_VALLALKOZASOKBAN)

Chapter

Full-text available

- Jan 2022

- [![László Radácsi](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)László Radácsi](https://www.researchgate.net/profile/Laszlo-Radacsi)

Az interjúzás az egyik leggyakoribb adatgyűjtési, vagy adatgenerálási módszer (Mason, 2002), amelyet a kvalitatív kutatók szinte mindig, és a kvantitatív kutatók is gyakran használnak. Itt most sem indokoltsága, sem helye nincs annak, hogy az interjúzással kapcsolatos, bármely szintű tudományfilozófiai és kutatásmódszertani kurzuson akár alapvetőnek tekintett ismereteket sorra vegyük. Az írás célja néhány alapfogalom tisztázása, valamint a kvalitatív interjúzással mint a BGE Családi vállalkozás Kutatási Programjában használt módszerrel összefüggő néhány gyakorlatias tapasztalat és tanács megosztása.

[View](publication/381258870_KUTATASI_INTERJUZAS_CSALADI_VALLALKOZASOKBAN)

Show abstract

[Bangabandhu Sheikh Mujib and the Present Bangladesh: Legacies of a Charismatic Leader](publication/374517948_Bangabandhu_Sheikh_Mujib_and_the_Present_Bangladesh_Legacies_of_a_Charismatic_Leader)

Book

- Oct 2023

- [![Muhammad Sayadur Rahman](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Muhammad Sayadur Rahman](https://www.researchgate.net/profile/Muhammad-Rahman-164)
- [Mohammad Nur Ullah](https://www.researchgate.net/scientific-contributions/Mohammad-Nur-Ullah-2263426437)

[View](publication/374517948_Bangabandhu_Sheikh_Mujib_and_the_Present_Bangladesh_Legacies_of_a_Charismatic_Leader)

[Transformational Leadership Style and Employee Performance](publication/374221989_Transformational_Leadership_Style_and_Employee_Performance)

Chapter

- Sep 2023

- [Endalsasa Belay Abitew](https://www.researchgate.net/scientific-contributions/Endalsasa-Belay-Abitew-2262046747)

Leadership is the ability to motivate and inspire people to achieve a common goal. Both theoretical and empirical research supports that leadership style utilized by leaders in organizations, whether it is private or public, substantially influence the effort and performance of employees. In the literature of previous studies, among the various variables studied and investigated, transformational leadership style parades a major role in influencing employee performance. This chapter examined the nexus between transformational leadership style and employee performance based on the pervious study results. Using a literature review from various previous studies, the writer of this chapter has corroborated that transformational leadership, in various organizational settings and sizes, has a significant effect on employee performance, which is one of the main management topics that received substantial attention from scholars and practitioners

[View](publication/374221989_Transformational_Leadership_Style_and_Employee_Performance)

Show abstract

[Redefining concepts to build theory: A repertoire for conceptual innovation](publication/373647208_Redefining_concepts_to_build_theory_A_repertoire_for_conceptual_innovation)

Article

- Sep 2023
- Hum Resource Manag Rev

- [![Omar N. Solinger](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Omar N. Solinger](https://www.researchgate.net/profile/Omar-Solinger)
- [![Stefan Heusinkveld](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Stefan Heusinkveld](https://www.researchgate.net/profile/Stefan-Heusinkveld)
- [Joep P. Cornelissen](https://www.researchgate.net/scientific-contributions/Joep-P-Cornelissen-2153474654)

[View](publication/373647208_Redefining_concepts_to_build_theory_A_repertoire_for_conceptual_innovation)

[A Leadership Model Supporting Maturation of High-Performance Translational Teams](publication/372611980_A_Leadership_Model_Supporting_Maturation_of_High-Performance_Translational_Teams)

Article

Full-text available

- Jul 2023

- [![Allan R Brasier](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Allan R Brasier](https://www.researchgate.net/profile/Allan-Brasier)
- [Shannon Casey](https://www.researchgate.net/scientific-contributions/Shannon-Casey-2251341344)
- [![Peggy M. Hatfield](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Peggy M. Hatfield](https://www.researchgate.net/profile/Peggy-Hatfield)
- [![Elizabeth S. Burnside](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Elizabeth S. Burnside](https://www.researchgate.net/profile/Elizabeth-Burnside-2)

Despite understanding its impact on organizational effectiveness, practical guidance on how to train translational team (TT) leaders is lacking. Previously, we developed an evolutionary learning model of TT maturation consisting of three goal-directed phases: (1). team assembly ( Formation ); (2). conducting research ( Knowledge Generation ); and (3). dissemination and implementation ( Translation ). At each phase, the team acquires group-level knowledge, skills, and attitudes (KSAs) that enhance its performance. Noting that the majority of team-emergent KSAs are promoted by leadership behaviors, we examine the SciTS literature to identify the relevant behaviors for each phase. We propose that effective team leadership evolves from a hierarchical, transformational model early in team Formation to a shared, functional leadership model during Translation . We synthesized an integrated model of TT leadership, mapping a generic “functional leadership” taxonomy to relevant leadership behaviors linked to TT performance, creating an evidence-informed Leadership and Skills Enhancement for Research (LASER) training program. Empirical studies indicate that leadership behaviors are stable across time; to enhance leadership skills, ongoing reflection, evaluation, and practice are needed. We provide a comprehensive multi-level evaluation framework for tracking the growth of TT leadership skills. This work provides a framework for assessing and training relevant leadership behaviors for high-performance TTs.

[View](publication/372611980_A_Leadership_Model_Supporting_Maturation_of_High-Performance_Translational_Teams)

Show abstract

Show more

[Falling Over Ourselves to Follow the Leader Conceptualizing Connections Between Transformational Leader Behaviors and Dysfunctional Team Conflict](publication/258153127_Falling_Over_Ourselves_to_Follow_the_Leader_Conceptualizing_Connections_Between_Transformational_Leader_Behaviors_and_Dysfunctional_Team_Conflict)

Article

Full-text available

- Aug 2007

- [![Igor Kotlyar](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Igor Kotlyar](https://www.researchgate.net/profile/Igor-Kotlyar)
- [![Leonard Karakowsky](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Leonard Karakowsky](https://www.researchgate.net/profile/Leonard-Karakowsky)

Recently, there has been growing interest in more fully examining the situational conditions under which the positive effects of charismatic or transformational leadership are actually achieved. The positive impact of transformational leadership on follower performance has received wide support in the literature. However, much less is known about the impact of transformational leadership on team performance. Although a number of authors have attempted to connect transformational leadership with higher levels of team performance, there has been little effort to delineate the relationship between transformational leadership and teamwork processes or skill sets. This article offers a conceptual examination of the potential link between transformational leadership behavior and the generation of dysfunctional team conflict. Although traditionally praised as a powerful and superior form of leadership style, we suggest that transformational leaders have the potential to unwittingly ignite disproportionately high levels of affective team conflict.

[View](publication/258153127_Falling_Over_Ourselves_to_Follow_the_Leader_Conceptualizing_Connections_Between_Transformational_Leader_Behaviors_and_Dysfunctional_Team_Conflict)

Show abstract

[Context and Leadership: An Examination of the Nine-Factor Full-Range Leadership Theory Using the Multifactor Leadership Questionnaire](publication/223747166_Context_and_Leadership_An_Examination_of_the_Nine-Factor_Full-Range_Leadership_Theory_Using_the_Multifactor_Leadership_Questionnaire)

Article

Full-text available

- Jun 2003
- LEADERSHIP QUART

- [![John Antonakis](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)John Antonakis](https://www.researchgate.net/profile/John-Antonakis)
- [![Bruce J. Avolio](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Bruce J. Avolio](https://www.researchgate.net/profile/Bruce-Avolio-2)
- [![Nagaraj Sivasubramaniam](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Nagaraj Sivasubramaniam](https://www.researchgate.net/profile/Nagaraj-Sivasubramaniam)

In this study, we examined the validity of the measurement model and factor structure of Bass and Avolio's Multifactor Leadership Questionnaire (MLQ) (Form 5X). We hypothesized that evaluations of leadership—and hence the psychometric properties of leadership instruments—may be affected by the context in which leadership is observed and evaluated. Using largely homogenous business samples consisting of 2279 pooled male and 1089 pooled female raters who evaluated same-gender leaders, we found support for the nine-factor leadership model proposed by Bass and Avolio. The model was configurally and partially metrically invariant—suggesting that the same constructs were validly measured in the male and female groups. Mean differences were found between the male and female samples on four leadership factors (Study 1). Next, using factor-level data of 18 independently gathered samples (N=6525 raters) clustered into prototypically homogenous contexts, we tested the nine-factor model and found it was stable (i.e., fully invariant) within homogenous contexts (Study 2). The contextual factors comprised environmental risk, leader–follower gender, and leader hierarchical level. Implications for use of the MLQ and nine-factor model are discussed.

[View](publication/223747166_Context_and_Leadership_An_Examination_of_the_Nine-Factor_Full-Range_Leadership_Theory_Using_the_Multifactor_Leadership_Questionnaire)

Show abstract

[An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories](publication/263168025_An_Evaluation_of_Conceptual_Weaknesses_in_Transformational_and_Charismatic_Leadership_Theories)

Article

- Jun 1999
- LEADERSHIP QUART

- [![Gary Yukl](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)Gary Yukl](https://www.researchgate.net/profile/Gary-Yukl)

Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided.

[View](publication/263168025_An_Evaluation_of_Conceptual_Weaknesses_in_Transformational_and_Charismatic_Leadership_Theories)

Show abstract

[Organizational Responses to Scarcity: Exploring the Obstacles to Innovative Approaches.to Retrenchment in Education](publication/249684249_Organizational_Responses_to_Scarcity_Exploring_the_Obstacles_to_Innovative_Approachesto_Retrenchment_in_Education)

Article

- Aug 1981

- [![David A. Whetten](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)David A. Whetten](https://www.researchgate.net/profile/David-Whetten)

The problem of organizational retrenchment is analyzed in terms of prominent developments in organizational theory and tendencies in administrative response to decline in education. The implications of the contrasting closed-rational and open-political administrative orientations are explored in terms of traditional and emerging conceptualizations of organizational efficiency and effectiveness. Using the pressure of scarcity to spur innovation is viewed as the key to capitalizing on and benefiting from necessary retrenchment in educational organizations.

[View](publication/249684249_Organizational_Responses_to_Scarcity_Exploring_the_Obstacles_to_Innovative_Approachesto_Retrenchment_in_Education)

Show abstract

[The MicroFoundations of MacroSociology](publication/247043119_The_MicroFoundations_of_MacroSociology)

Article

- Mar 1981

- [Randall Collins](https://www.researchgate.net/scientific-contributions/Randall-Collins-2019021956)

Detailed microsociological studies of everyday life activity raise the challenge of making macrosociological concepts fully empirical by traslating them into aggregates of micro-events. Micro-evidence and theoretical critiques indicate that human cognitive capacity is limited. Hence actor facing complex contingencies rely largely upon tacit assumptions and routine. The routines of physical property and organizational authority are upheld by actors' tacit monitoring of social coalitions. Individuals continuously negotiate such coalitions in chains of interaction rituals in which conversations create symbols of group membership. Every encounter is a marketpace in which individuals tacitly match conversational and emotional resources acquire from previous encounters. Individuals are motivated to move toward those ritual encounters in which their microresources pay the greatest emotional returns until they reach personal equilibrium points at which their emotional returns stabilize or decline. Large-scale cha...

[View](publication/247043119_The_MicroFoundations_of_MacroSociology)

Show abstract

[Educational Organizations As Loosely Coupled Systems](publication/239060511_Educational_Organizations_As_Loosely_Coupled_Systems)

Article

- Mar 1976

- [Karl E. Weick](https://www.researchgate.net/scientific-contributions/Karl-E-Weick-2030308175)

In contrast to the prevailing image that elements in organizations are coupled through dense, tight linkages, it is proposed that elements are often tied together frequently and loosely. Using educational organizations as a case in point, it is argued that the concept of loose coupling incorporates a surprising number of disparate observations about organizations, suggests novel functions, creates stubborn problems for methodologists, and generates intriguing questions for scholars. Sample studies of loose coupling are suggested and research priorities are posed to foster cumulative work with this concept.

[View](publication/239060511_Educational_Organizations_As_Loosely_Coupled_Systems)

Show abstract

[Leadership: Good, better, best](publication/232542208_Leadership_Good_better_best)

Article

- Dec 1985
- ORGAN DYN

- [Bernard M. Bass](https://www.researchgate.net/scientific-contributions/Bernard-M-Bass-2001915287)

Contrasts transactional (TS) and transformational (TF) leadership styles and the results that are obtained when managers select each approach. TS leadership involves changes in degree or marginal improvement that can be seen as the result of leadership that is an exchange process—a transaction in which subordinates' needs are met if their performance measures up to explicit or implicit contracts with the leader. It is argued that leadership is more effective if TF leadership is added to the manager–employee relationship. The TF leader induces additional effort by directly increasing the follower's confidence as well as by elevating the value of outcomes through expanding his/her transcendental interests and level or breadth of needs in A. Maslow's hierarchy of needs. Evidence of TF leadership and its effects at various levels in industrial and military organizations is presented; data were from 70 senior executives, 176 senior US Army officers, 256 business managers, 23 educational administrators, and 45 professionals. Charisma is the most important component in the larger concept of TF leadership; it is also one of the elements separating the ordinary manager from the true leader in organizational settings. Charismatic leaders have great referent power and influence. TF leaders may arouse their followers emotionally and inspire them to extra effort and greater accomplishment. As subordinates become competent with the TF leader's encouragement and support, contingent reinforcement may be abandoned in favor of self-reinforcement. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

[View](publication/232542208_Leadership_Good_better_best)

Show abstract

[Leadership and Organizational Performance: A Study of Large Corporations](publication/18149024_Leadership_and_Organizational_Performance_A_Study_of_Large_Corporations)

Article

- May 1972

- [Stanley Lieberson](https://www.researchgate.net/scientific-contributions/Stanley-Lieberson-3480885)
- [James F. O'Connor](https://www.researchgate.net/scientific-contributions/James-F-OConnor-45718352)

Leadership influence in large complex organizations, though commonly assumed to be greatly significant, is normally not studied in terms of the variance accounted for in organizational performance. The leadership effect is viewed here as a product of an organization's environmental constraints and its leadership variance. Based on sales, earnings, and profit margin data for 167 large corporations over twenty years, we compare the impact of leadership changes with yearly, industry, and company influences. Industry and company account for far more of the variance in two performance variables than does leadership, but not for profit margins after lag effects are considered. It appears that the importance of external restrictions, and hence the maximum possible leadership influence, may range widely between specific performance criteria. The second phase of the study considers industry characteristics that appear to be associated with high and low leadership influences. These results suggest a perspective on organization performance that may be applied to the leadership influence in other large organizations and political bodies, like cities, states and nations.

[View](publication/18149024_Leadership_and_Organizational_Performance_A_Study_of_Large_Corporations)

Show abstract

draws some tips for transformational leadership

- Jan 1994

- For

for managers
Yukl (1994) draws some tips for transformational leadership
\[4\] :

Leadership and Performance

- Jan 1985

- B Bass

Bass, B. M,(1985), Leadership and Performance, N.Y. Free Press.

Show more

## Recommended publications

[Discover more](search)

Article

Full-text available

### [The Transformational Approach: Organizational Development Strategies for Transforming Rural Schools](publication/234727715_The_Transformational_Approach_Organizational_Development_Strategies_for_Transforming_Rural_Schools)

January 2002 · The Rural Educator

- ![Laurie A Carlson](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)[Laurie A Carlson](https://www.researchgate.net/profile/Laurie-Carlson)
- [Antionette Alford Thorn](https://www.researchgate.net/scientific-contributions/Antionette-Alford-Thorn-2005308126)
- ![Sean W. Mulvenon](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)[Sean W. Mulvenon](https://www.researchgate.net/profile/Sean-Mulvenon)
- \[...\]
- [Mary F. Hughes](https://www.researchgate.net/scientific-contributions/Mary-F-Hughes-2005310225)

An approach to educational change is derived from the field of organizational development. Change agents must be aware of their personal biases and preconceptions; initiate positive inquiry among all community stakeholders; incorporate community values into a well expressed vision; identify obstructions and catalysts; consider community characteristics; and infuse the change into the existing ... \[Show full abstract\] system. (Contains 28 references.) (TD)

[View full-text](publication/234727715_The_Transformational_Approach_Organizational_Development_Strategies_for_Transforming_Rural_Schools)

Article

### [Perspective Image Rectification Based on Improved Hough Transformation and Perspective Transformatio...](publication/269456088_Perspective_Image_Rectification_Based_on_Improved_Hough_Transformation_and_Perspective_Transformation)

January 2012 · Chinese Journal of Liquid Crystals and Displays

- [代勤 DAI Qin](https://www.researchgate.net/scientific-contributions/daiqin-DAI-Qin-2060346500)
- [王延杰 WANG Yan-jie](https://www.researchgate.net/scientific-contributions/wangyanjie-WANG-Yan-jie-2060344065)
- [韩广良 HAN Guang-liang](https://www.researchgate.net/scientific-contributions/hanguangliang-HAN-Guang-liang-2060275081)

When the images collected from camera have perspective distortion,it can affect the following work such as feature extraction and object recognition due to the influence of perspective projection.When rectifying these distorted images,perspective transformation can change the relative position of inner points,while affine transformation cannot.This article will improve the Hough transformation to ... \[Show full abstract\] find the lines that hold the four points which perspective transformation needs,and then use the perspective transformation to rectify the distortion based on the imaging principle of cameras.Emulation experiment results from Matlab reveal that the algorithm can effectively rectify the distorted images and achieve our expectation.This algorithm is easy,feasible and robust,and can be applied to many fields including object recognition.

[Read more](publication/269456088_Perspective_Image_Rectification_Based_on_Improved_Hough_Transformation_and_Perspective_Transformation)

Article

### [Leadership for School Restructuring](publication/243771392_Leadership_for_School_Restructuring)

November 1994 · Educational Administration Quarterly

- [Kenneth Leithwood](https://www.researchgate.net/scientific-contributions/Kenneth-Leithwood-78334414)

School restructuring creates new expectations of those who offer leadership to schools, expectations not well captured in images of instructional leadership. This article describes a 4-year program of research about transformational forms of leadership in schools responding to a variety of restructuring initiatives. Evidence is summarized about transformational leadership practices and behaviors ... \[Show full abstract\] in schools, their effects on a variety of school and teacher variables, and thought processes that give rise to such leadership practices. On the basis of this evidence, the author argues for the promise of transformational leadership in school-restructuring contexts.

[Read more](publication/243771392_Leadership_for_School_Restructuring)

Article

### [Beyond Traditional Outcome-Based Education](publication/234562697_Beyond_Traditional_Outcome-Based_Education)

January 1991 · Educational leadership: journal of the Department of Supervision and Curriculum Development, N.E.A

- [William G. Spady](https://www.researchgate.net/scientific-contributions/William-G-Spady-2041489147)
- [Kit J. Marshall](https://www.researchgate.net/scientific-contributions/Kit-J-Marshall-2004990944)

Transitional outcome-based education lies in the twilight zone between traditional subject matter curriculum structures and planning processes and the future-role priorities inherent in transformational OBE. Districts go through incorporation, integration, and redefinition stages in implementing transitional OBE. Transformational OBE's guiding vision is that of competent future citizen. A sidebar ... \[Show full abstract\] summarizes key OBE principles. (MLH)

[Read more](publication/234562697_Beyond_Traditional_Outcome-Based_Education)

Discover the world's research

Join ResearchGate to find the people and research you need to help your work.

[Join for free](signup.SignUp.html)

[![RG Logo](https://www.researchgate.net/images/nativeApp/rg_app_ios_logo_small.png)](go.GetApp.html?_sg=P-R-VKw47eeRWgfekiZWs_kULBTXcF-LQmXpdr-XoXaflGKXL4WA5bw5usNj866OQi16PgoCokNMsggnDFcSi78-b75wOMEA0QGT9Dby-tw&originCh=bannerStatsCopy&relativePath=publicationLoggedOut&interested=true)

[**ResearchGate iOS App**\
\
Get it from the App Store now.](go.GetApp.html?_sg=P-R-VKw47eeRWgfekiZWs_kULBTXcF-LQmXpdr-XoXaflGKXL4WA5bw5usNj866OQi16PgoCokNMsggnDFcSi78-b75wOMEA0QGT9Dby-tw&originCh=bannerStatsCopy&relativePath=publicationLoggedOut&interested=true)

[Install](go.GetApp.html?_sg=P-R-VKw47eeRWgfekiZWs_kULBTXcF-LQmXpdr-XoXaflGKXL4WA5bw5usNj866OQi16PgoCokNMsggnDFcSi78-b75wOMEA0QGT9Dby-tw&originCh=bannerStatsCopy&relativePath=publicationLoggedOut&interested=true)

[Keep up with your stats and more](go.GetApp.html?_sg=P-R-VKw47eeRWgfekiZWs_kULBTXcF-LQmXpdr-XoXaflGKXL4WA5bw5usNj866OQi16PgoCokNMsggnDFcSi78-b75wOMEA0QGT9Dby-tw&originCh=bannerStatsCopy&relativePath=publicationLoggedOut&interested=true)

[Access scientific knowledge from anywhere](go.GetApp.html?_sg=P-R-VKw47eeRWgfekiZWs_kULBTXcF-LQmXpdr-XoXaflGKXL4WA5bw5usNj866OQi16PgoCokNMsggnDFcSi78-b75wOMEA0QGT9Dby-tw&originCh=bannerStatsCopy&relativePath=publicationLoggedOut&interested=true)

[![ResearchGate Logo](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mN89OjNfwAJDwOxHEacwgAAAABJRU5ErkJggg==)](https://www.researchgate.net/)

or

[Discover by subject area](topics)

- [Recruit researchers](scientific-recruitment/?utm_source=researchgate&utm_medium=community-loggedout&utm_campaign=indextop)
- [Join for free](signup.SignUp.html?hdrsu=1&_sg%5B0%5D=4sZdJX8n6u-3nhGdxsTY65lRVjYGJZwF3roRBT7sS6uZQZWtwjAdY4j2Gy1KOdmEfrY_ZGNjtgTeZmYFa697JHAqIZI)
- Login



Email




**Tip:** Most researchers use their institutional email address as their ResearchGate login
















Password [Forgot password?](application.LostPassword.html)

Keep me logged in



Log in





or









[Continue with Google](connector/google)









































Welcome back! Please log in.









Email
· Hint



**Tip:** Most researchers use their institutional email address as their ResearchGate login


















Password [Forgot password?](application.LostPassword.html)





Keep me logged in



Log in









or









[Continue with Google](connector/google)









No account? [Sign up](signup.SignUp.html?hdrsu=1&_sg%5B0%5D=4sZdJX8n6u-3nhGdxsTY65lRVjYGJZwF3roRBT7sS6uZQZWtwjAdY4j2Gy1KOdmEfrY_ZGNjtgTeZmYFa697JHAqIZI)


[![App Store](https://i1.rgstatic.net/images/nativeApp/app_store_dark_logo.svg)](go.GetApp.html?interested=true&originCh=footerLoggedOut)

[![Get it on Google Play](https://c5.rgstatic.net/m/44490443524024/images/appstore/AndroidCta.svg)](deref/https%3A%2F%2Fplay.google.com%2Fstore%2Fapps%2Fdetails%3Fid%3Dnet.researchgate.shellapp%26utm_source%3DoriginCH%253Dfooter%26pcampaignid%3DpcampaignidMKT-Other-global-all-co-prtnr-py-PartBadge-Mar2515-1)

Company

[About us](about)

[News](blog)

[Careers](careers)

Support

[Help Center](https://explore.researchgate.net/?utm_source=researchgate&utm_medium=community-loggedout&utm_campaign=new-footer&utm_content=helpcenter)

Business solutions

[Advertising](https://www.researchgate.net/marketing-solutions?utm_source=researchgate&utm_medium=community-loggedout&utm_campaign=new-footer&utm_content=advertising)

[Recruiting](scientific-recruitment?utm_source=researchgate&utm_medium=community-loggedout&utm_campaign=new-footer&utm_content=recruiting)

© 2008-2024 ResearchGate GmbH. All rights reserved.

- [Terms](terms-of-service)
- [Privacy](privacy-policy)
- [Copyright](ip-policy)
- [Imprint](imprint)
- [Consent preferences](javascript:Didomi.preferences.show())