Transformational and Transactional Leadership Styles, Followers' Positive and Negative Emotions, and Performance in German Nonprofit Orchestras
Transformational and
Transactional Leadership
Styles, Followers’ Positive and Negative Emotions, and
Performance in German
Nonprofit Orchestras
Jens Rowold, Anette Rohmann
Although the transformational-transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians’ perceptions of their orchestra conductors’ leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations.
We gratefully acknowledge the assistance of P. Mehlich and A. Papenhoff in data collection and thank Kathrin Staufenbiehl, Liv Harding, Roger A. Lohmann, and three anonymous reviewers for their constructive comments.
Translated and reproduced by special permission of the publisher, Mind Garden,
Inc., Redwood City, CA 94061 (www.mindgarden.com), from Multifactor Leadership Questionnaire for Research by Bernhard M. Bass and Bruce J. Avolio. Copyright 1995, 2000 by Bernhard M. Bass and Bruce J. Avolio. All rights reserved.
Further reproduction is prohibited without the publisher’s written consent.
NONPROFIT MANAGEMENT & LEADERSHIP, vol. 20, no. 1, Fall 2009
© 2009 Wiley Periodicals, Inc.
Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/nml.240
41
42
ROWOLD, ROHMANN
A
LTHOUGH RECENT RESEARCH contributes to our understanding of leadership in nonprofit
Transactional Leadership
Styles, Followers’ Positive and Negative Emotions, and
Performance in German
Nonprofit Orchestras
Jens Rowold, Anette Rohmann
Although the transformational-transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians’ perceptions of their orchestra conductors’ leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations.
We gratefully acknowledge the assistance of P. Mehlich and A. Papenhoff in data collection and thank Kathrin Staufenbiehl, Liv Harding, Roger A. Lohmann, and three anonymous reviewers for their constructive comments.
Translated and reproduced by special permission of the publisher, Mind Garden,
Inc., Redwood City, CA 94061 (www.mindgarden.com), from Multifactor Leadership Questionnaire for Research by Bernhard M. Bass and Bruce J. Avolio. Copyright 1995, 2000 by Bernhard M. Bass and Bruce J. Avolio. All rights reserved.
Further reproduction is prohibited without the publisher’s written consent.
NONPROFIT MANAGEMENT & LEADERSHIP, vol. 20, no. 1, Fall 2009
© 2009 Wiley Periodicals, Inc.
Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/nml.240
41
42
ROWOLD, ROHMANN
A
LTHOUGH RECENT RESEARCH contributes to our understanding of leadership in nonprofit
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