Authentiek & transformationeel leiderschap als sleutel tot succes

Abstract

To investigate the effects of both authentic and transformational leadership on performance a study is conducted among participants from various Dutch organizations. The first goal was to investigate the effects of authentic and transformational leadership on three different subjective performance scales, namely: team performance, Organizational Citizenship Behaviour (OCB) and the performance of the leader. Secondly, the results were compared with the effects of the traditionally more prevailing transactional leadership on performance. Thirdly, investigated was whether the effects of both authentic and transformational leadership on the subjective performance scales were moderated by the age of the follower. The current study found evidence of positive effects of both authentic and transformational leadership on performance. Furthermore these effects were, on most of the performance scales, larger than the effects of transactional leadership on performance. The current study found only a moderation effect of the age of the followers on the effect of transformational leadership on team performance. The results of the current study give important insights for organizations and their leaders. Furthermore, it contributes to the growing body of literature on the relationship between leadership and performance.