Citation
(2012), "2011 Awards for Excellence", Journal of Management Development, Vol. 31 No. 2. https://doi.org/10.1108/jmd.2012.02631baa.001
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited
2011 Awards for Excellence
2011 Awards for Excellence
Article Type: 2011 Awards for Excellence From: Journal of Management Development, Volume 31, Issue 2.
The following article was selected for this year's Outstanding Paper Award for Journal of Management Development
"Increasing transformational leadership through enhancing self-efficacy"
Susan FitzgeraldUniversity of New England, Armidale, AustraliaNicola S. SchutteUniversity of New England, Armidale, Australia
Purpose – The present study aims to examine whether an intervention designed to increase self-efficacy for transformational leadership results in more transformational leadership self-efficacy and a higher level of transformational leadership. In previous research higher levels of emotional intelligence have been found to be associated with more transformational leadership; thus the present study also seeks to examine whether higher emotional intelligence makes individuals more receptive to self-efficacy-based leadership training.Design/methodology/approach – The study used an experimental design. Participants were randomly assigned to either a self-efficacy expressive writing condition or a control writing condition. Participants were 118 managers who completed measures of self-efficacy, transformational leadership and emotional intelligence at the start of the study and again completed measures of self-efficacy, and transformational leadership after the intervention.Findings – Managers in the intervention condition showed significantly greater transformational leadership self-efficacy and higher transformational leadership scores than the control group managers at post-test. Further, those higher in emotional intelligence were more responsive to the intervention.Practical implications – The intervention holds promise as a low cost and easy to implement method of facilitating development of transformational leadership.Originality/value – The finding that an intervention aimed at increasing self-efficacy can increase transformational leadership extends previous research on both self-efficacy and transformational leadership. This result suggests that leadership self-efficacy may be an important component of transformational leadership. The finding that individuals higher in emotional intelligence benefited most from the intervention extends previous findings regarding the importance of emotional intelligence in organisational settings. Emotional intelligence may facilitate individuals' openness to change.
Keywords: Transformational leadership, Creative writing, Emotional intelligence
www.emeraldinsight.com/10.1108/02621711011039240
This article originally appeared in Volume 29 Number 5, 2010, pp. 495-505 Journal of Management Development
The following articles were selected for this year's Highly Commended Award
"The traps that keep women from reaching the top and how to avoid them"
Paul Vanderbroeck
This article originally appeared in Volume 29 Number 9, 2010, Journal of Management Development
"Practical wisdom for turbulent times: exegesis beyond historical and canonical concerns"
Gilbert Lenssen
This article originally appeared in Volume 29 Numbers 7/8, 2010, Journal of Management Development
"The dynamics of mindfulness in managing emotions and stress"
Andrew Hede
This article originally appeared in Volume 29 Number 1, 2010, Journal of Management Development
Outstanding Reviewer
Dr John OkparaBloomsburg University, USA