Journal Critique Assignment
Bobbi Jeffrey
Liberty University
Part 1 Summary Paragraph
Transformational leadership continues to be a foundational model for understanding
effective leadership in modern organizations. Hoch, Bommer, Dulebohn, and Wu (2021)
examine how transformational leadership influences employee performance and organizational
commitment through trust-building, vision-sharing, and motivation. The authors argue that
leaders who demonstrate individualized consideration and intellectual stimulation foster higher
engagement and stronger relationships with followers. Using empirical data across
organizational settings, the study reinforces transformational leadership as a key driver of
positive workplace outcomes and long-term organizational success.
Part 2 Analysis of Author’s Key Points
The authors present a well-supported analysis grounded in quantitative research and
established leadership theory. A notable strength is the clear distinction between
transformational leadership and transactional approaches, emphasizing sustainable influence
rather than compliance-based leadership (Hoch, et al, 2021). However, the study offers limited
discussion of contextual challenges such as organizational constraints or leader fatigue, which
may affect implementation. While reliance on self-reported data presents a potential limitation,
the authors acknowledge this concern, maintaining transparency and credibility.
Part 3 Personal Response
This author agrees with the conclusion that transformational leadership remains highly
effective in people-centered environments. One can see that the emphasis on trust, vision, and
ethical influence is particularly applicable to leadership roles that require collaboration and
adaptability. I found the research relevant to leadership practice, as it reinforces the importance
of motivating others through relationships rather than authority.
References
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2021). Do ethical, authentic, and servant
leadership explain variance above and beyond transformational leadership?
Journal of Management, 47(2), 501–529.
References
Babalola, M. T., Mawritz, M. B., Greenbaum, R. L., Ren, S., & Garba, O. A. (2020).
Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates
Employee Contributions in the Workplace. Journal of Management, 47(5), 1134-1154.
https://doi.org/10.1177/0149206320902521 (Original work published 2021)
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