Leadership development has been continually recognized by organizations as a competence and a mind-set that is worthy of substantial time and resources. Although various approaches have stressed the development of skills or behaviors, it is becoming increasingly apparent that the development of attitudes and belief systems is also relevant. In an effort to increase knowledge in this area, the authors conducted a quasi-experimental study to understand whether motivation to lead (social-normative) and leader role identity would increase in business students exposed to behavior-modeling methods emphasizing the importance of transformational leadership. The results show that, in comparison with students in an introduction to management course, the quasi-experimental–condition students significantly increased the value that they placed on the leader role, as well as their identity as leaders. The findings are discussed in terms of both theoretical and practical implications.
AshforthB. E.HarrisonS. H.CorleyK. G. (2008). Identification in organizations: An examination of four fundamental questions. Journal of Management, 34, 325-374.
2.
AvolioB. (1994). The “natural”: Some antecedents to transformational leadership. International Journal of Public Administration, 17, 1559-1581.
3.
AvolioB. J.ReichardR. J.HannahS. T.WalumbwaF. O.ChanA. (2009). A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies. Leadership Quarterly, 20, 764-784.
4.
AvolioB. J.RotundoM.WalumbwaF. O. (2009). Early life experiences as determinants of leadership role occupancy: The importance of parental influence and rule breaking behavior. Leadership Quarterly, 20, 329-342.
5.
AvolioB. J.WalumbwaF. O.WeberT. (2009). Leadership: Current theories, research and future directions. Annual Review of Psychology, 60, 421-449.
6.
BaldwinT. T. (1992). Effects of alternative modeling strategies on outcomes of interpersonal-skills training. Journal of Applied Psychology, 77, 147-154.
7.
BanduraA. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice Hall.
8.
BarlingJ.WeberT.KellowayK. E. (1996). Effects of transformational leadership training on attitudinal and financial outcomes. A field experiment. Journal of Applied Psychology, 81, 827-832.
9.
BassB. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
10.
BassB. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18, 19-31.
11.
BassB. M.AvolioB. J. (1994). Introduction. In BassB. M.AvolioB. J. (Eds.), Improving organizational effectiveness through transformational leadership (pp. 1-9). Thousand Oaks, CA: Sage.
12.
BassB. M.BassR. (2008). Bass handbook of leadership: Theory, research, and managerial applications (4th ed.). New York, NY: Free Press.
13.
CampbellD.StanleyJ. (1963). Experimental and quasi-experimental designs for research. Chicago, IL: Rand McNally.
14.
ChanK. Y.DrasgowF. (2001). Toward a theory of individual differences and leadership: Understanding the motivation to lead. Journal of Applied Psychology, 86, 481-498.
15.
DayD. V.HarrisonM. M. (2007). A multilevel, identity-based approach to leadership development. Human Resource Management Review, 17, 360-373.
16.
DeckerP. J.NathanB. R. (1985). Behavior modeling training. New York, NY: Praeger.
17.
DeRueD. S.AshfordS. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35, 627-647.
18.
DeRueD. S.AshfordS. J.CottonN. C. (2009). Assuming the mantle: Unpacking the process by which individuals internalize a leader identity. In RobertsL. M.DuttonJ. E. (Eds.), Exploring positive identities and organizations: Building a theoretical and research foundation (pp. 217-236). New York, NY: Taylor & Francis.
19.
DeTienneD. R.ChandlerG. N. (2004). Opportunity identification and its role in the entrepreneurial classroom: A pedagogical approach and empirical test. Academy of Management Learning & Education, 3, 242-257.
20.
DvirT.EdenD.AvolioB. J.ShamirB. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45, 735-744.
21.
GalvinB. M. (2010). Antecedents and outcomes of leader role identification (Unpublished doctoral dissertation). Arizona State University, Tempe.
22.
GhoshalS. (2005). Bad management theories are destroying good management practices. Academy of Management Learning & Education, 4, 75-91.
23.
HallD. T. (2004). Self-awareness, identity, and leader development. In DayD. V.ZaccaroS. J.HalpinS. M. (Eds.), Leader development for transforming organizations (pp. 153-176). Mahwah, NJ: Lawrence Erlbaum.
24.
HannahS. T.AvolioB. J. (2010). Ready or not: How do we accelerate the developmental readiness of leaders?Journal of Organizational Behavior, 31, 1181-1187.
25.
JudgeT. A.PiccoloR. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
26.
KarkR.ShamirB.ChenG. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88, 246-255.
27.
KayesD. C. (2002). Experiential learning and its critics: Preserving the role of experience in management learning and education. Academy of Management Learning & Education, 1, 137-149.
28.
KellowayE. K.BarlingJ.HelleurJ. (2000). Enhancing transformational leadership: The roles of training and feedback. Leadership & Organization Development Journal, 21, 145-149.
29.
LordR. G.HallR. J. (2005). Identity, deep structure and the development of leadership skill. Leadership Quarterly, 16, 591-615.
30.
LordR. G.MaherK. J. (I1991). Leadership and information processing: Linking perceptions, attributions and performance. Boston, MA: Unwin Hyman.
31.
LoweK. B.KroeckK. G.SivasubramaniamN. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. Leadership Quarterly, 7, 385-425.
32.
MayerS. J.RussellJ. S. (1987). Behavior modeling training in organizations: Concerns and conclusions. Journal of Management, 13, 21-40.
33.
OffermanL. R.KennedyJ. K.Jr.WirtzP. W. (1994). Implicit leadership theories: Content, structure, and generalizeability. Leadership Quarterly, 5, 43-58.
34.
ParryK. W.SinhaP. N. (2005). Researching the trainability of transformational organizational leadership. Human Resource Development International, 8, 165-183.
35.
PodsakoffP. M.MacKenzieS. B.MoormanR.FetterR. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107-142.
36.
TaylorP. J.Russ-EftD. F.ChanD. W. L. (2005). A meta-analytic review of behavior modeling training. Journal of Applied Psychology, 90, 692-709.
37.
ThatcherS. M. B.ZhuX. (2006). Changing identities in a changing workplace: Identification, identity enactment, self-verification, and telecommuting. Academy of Management Review, 31, 1076-1088.
38.
WaldmanD. A.KorbarT. (2004). Student assessment center performance in the prediction of early career success. Academy of Management Learning & Education, 3, 151-167.
39.
WalumbwaF. O.HartnellC. A. (2011). Understanding transformational leadership–employee performance links: The role of relational identification and self-efficacy. Journal of Occupational and Organizational Psychology, 84, 153-172.
