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Transformationale, transaktionale und passiv-vermeidende Führung

Eine metaanalytische Untersuchung ihres Zusammenhangs mit Führungserfolg

Published Online:March 29, 2011https://doi.org/10.1026/0932-4089/a000049

Abstract

In der vorliegenden Metaanalyse wurde dem Zusammenhang transformationaler, transaktionaler und passiv-vermeidender Führung mit Führungserfolg nachgegangen. Anhand der Methode von Hunter und Schmidt (1990) wurden 56 Primärstudien der Jahre 2001 bis einschließlich März 2006, die Führung mittels des Multifactor Leadership Questionnaire (MLQ) oder Transformational Leadership Inventory (TLI) operationalisiert hatten, metaanalytisch integriert. Es zeigte sich, dass transformationale Führung hoch positiv mit Kriterien des Führungserfolgs zusammenhängt. Auch transaktionale Führung weist positive, passiv-vermeidende Führung dagegen hohe negative Korrelationen mit Führungserfolg auf. Insgesamt sind die Zusammenhänge des TLI mit Führungserfolg geringer als die Korrelationen des MLQ. Als Moderatoren für den Zusammenhang zwischen Führung und Führungserfolg wurden die Operationalisierungen von Führung sowie Führungserfolg, der Organisationstyp und das Untersuchungsland analysiert. Die Variablen Operationalisierung von Führung sowie von Führungserfolg wurden als Moderatoren bestätigt. Für die beiden anderen betrachteten Moderatoren konnten keine durchgängigen Einflüsse auf die untersuchten Zusammenhänge nachgewiesen werden.


Transformational and transactional leadership–A meta-analytical examination of their relationship with leadership effectiveness

In this meta-analysis the relationship between transformational, transactional, and passive-avoidant leadership and leadership effectiveness was investigated. Hunter and Schmidt’s (1990) method was used to integrate 56 primary studies which applied either the Multifactor Leadership Questionnaire (MLQ) or the Transformational Leadership Inventory (TLI) and were published between 2001 and March 2006. Results showed that a strong positive relationship exists between transformational leadership and leadership effectiveness. Correlations between transactional leadership and leadership effectiveness were also positive. However, for passive-avoidant leadership and leadership effectiveness a strong negative relationship was shown. In comparison to the MLQ, the correlations of the TLI with leadership effectiveness are smaller. As moderators the variables measurement of leadership and leadership effectiveness, type of organization, as well as country of examination were investigated. The moderating influence of measurement of leadership as well as leadership effectiveness was confirmed. The other two moderators did not influence the examined relationships consistently.

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