Show simple item record

dc.contributor.authorKarakitapoǧlu-Aygün, Z.en_US
dc.contributor.authorGumusluoglu, L.en_US
dc.date.accessioned2015-07-28T12:04:32Z
dc.date.available2015-07-28T12:04:32Z
dc.date.issued2013-02en_US
dc.identifier.issn1742-7150
dc.identifier.urihttp://hdl.handle.net/11693/13073
dc.description.abstractThe present study aims to explore positive and negative leadership behaviours (i.e. transformational and non-transformational leadership) in a non-Western ‘change and transformation’ context through qualitative methods. Thirty-one semi-structured interviews were conducted with knowledge workers in Turkey. In addition to the original dimensions found in the literature, four categories of transformational leadership emerged: benevolent paternalism, implementation of the vision, employee participation and teamwork, and proactive behaviour. Among these categories, benevolent paternalism was identified to be the most frequently mentioned aspect of transformational leadership in the Turkish context, which implies that cultural context may influence the form and enactment of transformational leadership. Regarding non-transformational leadership, five categories emerged: destructive, closed, passive/ineffective, active-failed and a miscellaneous category. Among these, destructive leadership that includes authoritarian elements was identified as the most frequently mentioned form of non-transformational leadership. These findings imply that non-transformational leadership comes in many forms, supporting the numerous constructs on the destructive/unethical–ineffective/incompetent continuum found in the negative leadership literature. The findings are discussed with reference to the literature and to social change in Turkey.en_US
dc.language.isoEnglishen_US
dc.source.titleLeadershipen_US
dc.relation.isversionofhttp://dx.doi.org/10.1177/1742715012455131en_US
dc.subjectTransformational leadershipen_US
dc.subjectNon-transformational leadershipen_US
dc.subjectQualitative studyen_US
dc.subjectTurkeyen_US
dc.subjectKnowledge workersen_US
dc.titleThe bright and dark sides of leadership: transformational leadership in a non-western contexten_US
dc.typeArticleen_US
dc.departmentDepartment of Managementen_US
dc.citation.spage107en_US
dc.citation.epage133en_US
dc.citation.volumeNumber9en_US
dc.citation.issueNumber1en_US
dc.identifier.doi10.1177/1742715012455131en_US
dc.publisherSageen_US
dc.identifier.eissn1742-7169


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record