Impliciete leiderschap theorieën en de perceptie van transformationeel leiderschap: een replicatie van Duits onderzoek (Implicit leadership theories and the perception of transformational leadership: A replication of a German study)

Schyns, B.; Sanders, K.

Abstract

Results of a German study show that implicit leadership theories do influence the evaluation of leaders. In this article the German study is replicated in a Dutch situation. In an experimental setting, the effects of two implicit leadership theories, Romance of Leadership and transformational leadership, on the evaluation of a described leader were tested. The experiment was conducted as a two-point design: At time point one 81 Dutch students were questioned about their implicit leadership theories and at time point two the students evaluated descriptions of either a transformational or a transactional leader. As hypothesized (hypothesis 1) transformational leadership as an implicit leadership theory (ILT) has an effect on perceptions of the described leader. Hypothesis 2 could not be confirmed: Romance of leadership has no significant influence on perceptions of the described leader.

Citation

Schyns, B., & Sanders, K. (2004). Impliciete leiderschap theorieën en de perceptie van transformationeel leiderschap: een replicatie van Duits onderzoek (Implicit leadership theories and the perception of transformational leadership: A replication of a German study). Gedrag & Organisatie, 17(2), 143-154

• Journal Article Type: Article
• Publication Date: Apr 1, 2004
• Deposit Date: Nov 29, 2010
• Journal: Gedrag & Organisatie
• Print ISSN: 0921-5077
• Electronic ISSN: 1875-7235
• Publisher: Amsterdam University Press
• Peer Reviewed: Peer Reviewed
• Volume: 17
• Issue: 2
• Pages: 143-154
• Keywords: Leadership theory, Transformational leadership, Transactional leadership, Romance of leadership.
• Public URL: https://durham-repository.worktribe.com/output/1514480
• Publisher URL: http://www.boomlemmatijdschriften.nl/tijdschrift/GenO/2006/1