CoChat
Sign Up
Cited by 181Team Dynamics and PerformanceEmployee Performance and LeadershipSocial and Intergroup Psychology

Transformational and Transactional Leadership in Virtual and Physical Environments

Hoyt, Crystal L., Blascovich, Jim·2003·Small Group Research
DOI 10.1177/1046496403257527
Open this paper in CoChat — free account

Abstract

Transformational and transactional leadership in both physical (i.e., face-to-face) and virtual settings were examined in a laboratory experiment. Leadership style (transformational or transactional) and group setting (face-to-face, immersive virtual environment, or intercom) were manipulated experimentally for three-person ad hoc work groups. Results indicated that, compared to transactional leadership, transformational leadership was associated with decreases in quantitative performance but increases in qualitative performance, leadership satisfaction, and group cohesiveness. Contrary to expectations, neither self- nor collective efficacy mediated the performance effects of leadership style; trust, however, appeared to play an important mediational role. Group performance and cohesiveness were similar across group settings; however, group members were most satisfied with their leader when interacting face-to-face. The theoretical and practical implications of these findings are discussed.

Integrity signals

Registry

Crossref · 10.1177/1046496403257527

Cites

62 of 62 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • A large proportion of the studies on trust in leaders have been conducted cross-sectionally with only a handful of time-lagged or experimental designs.

    “A large proportion of the studies on trust in leaders have been conducted cross-sectionally with only a handful of time-lagged designs (e.g., Newman et al., 2014; Zhang & Zhou, 2014) or experimental (Hoyt & Blascovich, 2003).”

    From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Hoyt & Blascovich, 2003

  • Research has shown that trust, satisfaction and work group cohesion are greater for transformational leaders than for transactional leaders.

    “Research has shown that trust, satisfaction and work group cohesion are greater for transformational leaders than for transactional leaders (Hoyt and Blascovich 2003).”

    From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Hoyt and Blascovich 2003

  • Transactional leadership is most likely found in well-ordered societies, and probably most effective when quantitative performance is required.

    “Transactional leadership is most likely found in well-ordered societies (Bass et al. 2003), and probably most effective when quantitative performance is required (Hoyt and Blascovich 2003).”

    From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Hoyt and Blascovich 2003

Cites

Flagged first, then by citations

2 of the 64 references couldn’t be matched to a known paper.

Cited by

Sorted by citations

Related

Authors
Hoyt, C. L., & Blascovich, J.
Affiliations
  • University of Richmond (US)
  • University of California, Santa Barbara (US)
Corresponding author
Hoyt, Crystal L.
ORCID
Hoyt, Crystal L.
Venue
Small Group Research
Publisher
SAGE Publications
Published
2003-12
Volume
34
Issue
6
Pages
678-715
ISSN
  • 1046-4964 (ISSN-L)
  • 1552-8278
DOI
10.1177/1046496403257527
OpenAlex
W2047125906
Cited by
181
References
64
Citations by year
2025: 2 · 2024: 5 · 2023: 8 · 2022: 6 · 2021: 8 · 2020: 5 · 2019: 8 · 2018: 8 · 2017: 6 · 2016: 5 · 2015: 7 · 2014: 13 · 2013: 18 · 2012: 13
FWCI
7.45
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Small Group Research (publishedVersion)
Topics
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
Keywords
transformational leadership, transactional leadership, virtual worlds, face-to-face interaction, group performance, group cohesion, leader satisfaction, self-efficacy, collective efficacy, trust, leadership styles

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review