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Transformational Leadership and the Performance of Research and Development Project Groups
Abstract
A longitudinal study was conducted of transformational leadership and the performance of project groups in three industrial research and development organizations. As hypothesized, transformational leadership predicted higher project quality and budget/schedule performance ratings at time I and one-year later at time 2. A moderator effect was hypothesized and found for type of research and development work. Here, transformational leadership was a stronger predictor of project quality ratings for research projects than for development projects. Initiating structure, however was a stronger predictor of project quality ratings for development projects than for research projects. Theoretical and methodological issues for transformational leadership research in professional organizations are discussed.
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Cites
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Metadata
- Authors
- Keller, R. T.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 1992-09
- Volume
- 18
- Issue
- 3
- Pages
- 489-501
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2126912964
- Cited by
- 490
- References
- 2
- FWCI
- 9.67
- Type
- journal article
- Language
- en
- Open access
- closed
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