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Transformational leadership: a quasi-experimental study

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Transformational leadership: a quasi-experimental study. / Hardy, L.J.; Arthur, C.A.; Hardy, L.
In: Leadership and Organization Development Journal, Vol. 35, No. 1, 25.02.2014, p. 38-53.

Research output: Contribution to journal › Article › peer-review

HarvardHarvard

Hardy, LJ, Arthur, CA & Hardy, L 2014, 'Transformational leadership: a quasi-experimental study', Leadership and Organization Development Journal, vol. 35, no. 1, pp. 38-53. https://doi.org/10.1108/LODJ-03-2012-0033

APA

Hardy, L. J., Arthur, C. A., & Hardy, L. (2014). Transformational leadership: a quasi-experimental study. Leadership and Organization Development Journal, 35(1), 38-53. https://doi.org/10.1108/LODJ-03-2012-0033

CBE

Hardy LJ, Arthur CA, Hardy L. 2014. Transformational leadership: a quasi-experimental study. Leadership and Organization Development Journal. 35(1):38-53. https://doi.org/10.1108/LODJ-03-2012-0033

MLA

Hardy, L.J., C.A. Arthur and L. Hardy. "Transformational leadership: a quasi-experimental study". Leadership and Organization Development Journal. 2014, 35(1). 38-53. https://doi.org/10.1108/LODJ-03-2012-0033

VancouverVancouver

Hardy LJ, Arthur CA, Hardy L. Transformational leadership: a quasi-experimental study. Leadership and Organization Development Journal. 2014 Feb 25;35(1):38-53. doi: 10.1108/LODJ-03-2012-0033

Author

Hardy, L.J. ; Arthur, C.A. ; Hardy, L. / Transformational leadership: a quasi-experimental study. In: Leadership and Organization Development Journal. 2014 ; Vol. 35, No. 1. pp. 38-53.

RIS

TY - JOUR

T1 - Transformational leadership: a quasi-experimental study

AU - Hardy, L.J.

AU - Arthur, C.A.

AU - Hardy, L.

N1 - "This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (please insert the web address here). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited."

PY - 2014/2/25

Y1 - 2014/2/25

N2 - The purpose of this paper is to report a field-based quasi-experimental study designed to examine the effectiveness of a transformational leadership intervention in remediating poor performance. The intervention was conducted on elements of the organization that senior management perceived as being low performing.

AB - The purpose of this paper is to report a field-based quasi-experimental study designed to examine the effectiveness of a transformational leadership intervention in remediating poor performance. The intervention was conducted on elements of the organization that senior management perceived as being low performing.

U2 - 10.1108/LODJ-03-2012-0033

DO - 10.1108/LODJ-03-2012-0033

M3 - Article

VL - 35

SP - 38

EP - 53

JO - Leadership and Organization Development Journal

JF - Leadership and Organization Development Journal

SN - 0143-7739

IS - 1

ER -