This Article Full Text (OnlineFirst[PDF]) Order Full text via Infotrieve Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Reprints and Permissions Add to My Marked Citations Google Scholar Articles by Rowold, J. Articles by Rohmann, A. Social Bookmarking                   What's this?

Relationships Between Leadership Styles and Followers' Emotional Experience and Effectiveness in the Voluntary Sector

^* To whom correspondence should be addressed. E-mail: rowold{at}psy.uni-muenster.de.

	Abstract

Research on transformational and transactional leadership has been dominated by research conducted in for-profit organizations. The objective of this study is to provide information about the role of emotions within transformational and transactional leadership in the voluntary sector. In addition, the effectiveness of leadership styles is explored. By examining the singers’ (N = 288) perception of German choir conductors’ leadership behaviors, the present study shows that positive emotions are more closely associated with transformational leadership than with transactional leadership. Furthermore, negative emotions are more strongly related to transactional than to transformational leadership. Besides, choir conductors’ transformational leadership augments the impact of transactional leadership on singers’ satisfaction, their extra effort and effectiveness. In combination, the results allow for a more thorough and detailed understanding of effective leadership behavior in voluntary organizations.

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?