This paper explores how leadership and peer relation relate to the propensity of college music departments to develop transformational organizational culture. Our theory of relational leadership and peer relation has initially allowed us to formulate expectations for the affirmative impacts of professional and personal leadership and peer relation on the expansion of transformational culture. The samples are taken from the full-time college professors in Taiwanese music departments. The results demonstrate the significant importance of professional leadership and peer relation to the growth of transformational culture; however, the intimate personal relations fail to make contributions to the prediction. The larger implication is that professionalism in leadership and peer relationships is a major determinant of music department disposition in bolstering transformational organizational culture.
AndolsenA. A. (2008). The ingredients of a good leader. ARMA International, 42(6), 41–46.
2.
BassB. M. (1997). Does the transactional-transformational paradigm transcend organizational and national boundaries?American Psychologist, 52, 130–139.
3.
BassB. M.AvolioB. J. (1990). Training and development of transformational leadership: Looking to 1992 and beyond. European Journal of Industrial Training, 14, 21–27.
4.
BassB. M.AvolioB. J. (1992). Organizational description questionnaire. Redwood City, CA: Mind Garden.
5.
BassB. M.RiggioR. E. (2006). Transformational leadership. Mahwah, NJ: Lawrence Erlbaum.
6.
BolmanL. G.DealT. E. (1997). Reframing organizations: Artistry, choice, and leadership. San Francisco, CA: Jossey-Bass.
7.
BrandM. (2006). The teaching of music in nine Asian nations: Comparing approaches to music education, Lewiston, NY: Edwin Mellen.
8.
BurnsJ. M. (1978). Leadership. New York: Harper & Row.
9.
CamplinJ. C. (2009). Volunteers leading volunteers. Professional Safety, 54(5), 36–42.
10.
CreechA.PapageorgiI.DuffyC.MortonF.HaddenE.PotterJ.. . . WelchG. (2008). Investigating musical performance: Commonality and diversity among classical and non-classical musicians. Music Education Research, 10, 215–234.
11.
EpsteinR. M.HundertE. M. (2002). Defining and assessing professional competence. Journal of American Medical Association, 287, 226–235.
12.
HinkleD. E.WiersmaW.JursS. G. (2003). Applied statistics for the behavioral sciences. Boston, MA: Houghton Mifflin.
13.
HoW. C. (2001). Educational development according to quality, commercialization and internationalization: A study of music faculties at Hong Kong universities. Music Education Research, 3, 187–202.
14.
HofstedeG. (1991). Cultures and organization: Software of the mind. New York: McGraw-Hill.
15.
HuiC.WongA.TjosvoldD. (2007). Turnover intention and performance in China. Journal of Occupational & Organizational Psychology, 80, 735–751.
16.
JungD. I.BassB. M.SosikJ. J. (1995). Bridging leadership and culture: A theoretical consideration of transformational leadership and collective cultures. Journal of Leadership Studies, 2, 3–18.
17.
KlineT. J. B.O’GradyJ. K. (2009). Team member personality, team processes and outcomes. North American Journal of Psychology, 11, 369–382.
18.
LamY. L. J. (2002). Defining the effects of transformational leadership on organizational learning: A cross-cultural comparison. School Leadership & Management, 22, 439–452.
19.
LesterP. E. (1987). Development and factor analysis of the Teacher Job Satisfaction Questionnaire (TJSQ). Educational and Psychological Measurement, 47, 223–233.
20.
LiC.HungC. (2009). The influence of transformational leadership on workplace relationships and job performance. Social Behavior and Personality, 37, 1129–1142.
21.
LindholmM.SivbergB.UdenG. (2000). Leadership styles among nurse managers in changing organizations. Journal of Nursing Management, 8, 327–335.
22.
MacphersonC.KennyN. (2008). Professionalism and the basic sciences: An untapped resource. Medical Education, 42, 183–188.
23.
PorterS. R.WhitcombM. (2003). The impact of lottery incentives on student survey response rates. Research in Higher Education, 44, 389–407.
24.
RankJ.NelsonN. E.AllenT. D.XuX. (2009). Leadership predictors of innovation and task performance. Journal of Occupational and Organizational Psychology, 82, 465–489.
25.
RosserV. J. (2004). A national study on midlevel leaders in higher education: The unsung professionals in the academy. Higher Education, 48, 317–337.
26.
RuggieriS. (2009). Leadership in virtual teams: A comparison of transformational and transactional leaders. Social Behavior and Personality, 37, 1017–1022.
27.
SingerM. S.SingerA. E. (1990). Situational constraints on transformational versus transactional leadership behavior, subordinates’ leadership preference, and satisfaction. Journal of Social Psychology, 130, 385–396.
TriandisH. C. (1993). The contingency model in cross-cultural perspective. In ChemersM. M.AymanR. (Eds.), Leadership theory and research perspectives and directions (pp. 167–188). San Diego, CA: Academic Press.
30.
YangY. (2009). An investigation of group interaction functioning stimulated by transformational leadership on employee intrinsic and extrinsic job satisfaction. Social Behavior and Personality, 37, 1259–1277.
31.
YuklG. (2009). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall.
