Synthesizing Sources 2
Article 1
Looking beyond the dyad: How transformational leadership affects leader-member
exchange quality and outcomes.
TFL remains among the most popular contemporary leadership theories and has been
shown to have a positive correlation with LMX quality.
TFL looks at how the behavior of the leader influences the follower’s behavior whereas
LMX focuses on the relationships between leaders and followers.
Four common TFL behaviors are individualized consideration, idealized influence,
inspirational motivation and intellectual stimulation.
The TFL theories of idealized influence and individualized consideration interact to form
the basis of LMX relationships and four follower types are formed as a result.
Of the four follower types, active follower represents the optimal LMX relationship due
to the high level of face-to-face interaction (individualized consideration) and high
charisma (idealized influence). Both individualized consideration and idealized influence
are common behaviors of TFL.
Article 2
Transforming service employees and climate: A multilevel, multisource examination of
transformational leadership in building long-term service relationships.
One of the most crucial business tenets is customer retention.
Front line employees play a key role in translating the function of the organization into
desirable customer outcomes.
TFL may function at the individual level and at the work-unit level.
At the individual level, TFL nourishes three types of employee attitudes: employee self-
efficacy, affective commitment, and job satisfaction. All three directly influence
employee service performance. At the work-unit level, TFL may influence performance
by transforming the service climate to enhance employee service performance.
By transforming the employee attitudes at the individual level and service climate at the
work-unit level, customer relationship outcomes can be directly influenced by TFL.
Service climate did not have a significant relationship with individual employee service;
however, it moderated the relationship between individual level TFL and employee
service performance.
Synthesizing Sources 3
Article 3
Reexamining the relationship between thinking styles and transformational leadership:
What is the contribution of imagination and emotionality?
Leaders who are transformational tap into the emotions of their followers and use
empathy and individualized consideration in their leadership.
Rationale thinking and behavioral coping are two different thinking styles that positively
correlate with transformational leadership style. They act together to allow leaders to
think adaptively.
Leaders with a preference for imaginative thinking are likely to be more transformational.
CELM proposes that the combination of rational thinking and behavioral coping allows
leaders to think more adaptively, and thus select behaviors and approaches to leadership
that are more effective, namely a transformational leadership style and related behaviors.
Synthesis Paragraph
Transformational leadership (TFL) is a broad concept that captures a range of effective
leadership behaviors and approaches that elicit superior performance from followers in
organizations (Curtis, King, & Russ, 2017). Transformational leadership and how it relates to
leader-member exchange is fostered through high face to face interaction and high charisma. The
correlation between leader-member exchange and TFL was not directly stated in all three of the
sources like it was in article one, however, there were several instances in article two and three
where we could identify the correlation between the two theories. For instance, Coleman and
Donoher identified that LMX produces four follower types with three types being less than ideal.
It was mentioned that in each of the three conditions, it becomes incumbent upon the leader to
improve communication or to assess shortcomings and develop other approaches, including the
use of imaginative thinking to improve LMX relationships (Coleman & Donoher, 2022). Article
3 gives us an understanding that through envisioning better futures for themselves and for their
organizations, leaders with a preference for imaginative thinking are likely to be more
transformational (Curtis, King, & Russ, 2017). Article 2 shows the correlation TFL has on
Synthesizing Sources 4
service performance and how it influences performance by transforming employee behaviors and
the service climate. Although each of the articles shed light on TFL in different capacities, it can
be concluded that the way a leader thinks and how it is portrayed through their behaviors has a
direct impact on follower behaviors and the outcomes they produce; whether desirable or
undesirable.
Synthesizing Sources 5
References
Coleman, R. & Donoher, W. (2022). Looking beyond the dyad: How transformational
leadership affects leader-member exchange quality and outcomes. Journal of
Leadership Studies, 15(4), 6-17. https://doi.org/10.1002/jls.21792
Curtis, G., King, G., & Russ, A. (2017). Reexamining the relationship between thinking
styles and transformational leadership: What is the contribution of imagination
and emotionality? Journal of Leadership Studies, 11(2), 8-2.
https://doi.org/10.1002/jls.21508
Liao, H. & Chuang, A. (2007). Transforming service employees and climate: A
multilevel, multisource examination of transformational leadership in building
long-term service relationships. Journal of Applied Psychology, 92(4), 1006-1019.
https://doi.org/10.1037/0021-9010.92.4.1006
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