Transformational Leadership: Beyond Initiation and Consideration
研究基于138名下属对55名管理者的评价，发现变革型领导模型在解释下属满意度和领导有效性方面超越了传统的启动与关怀维度，且该增强效应在控制共同方法偏差后仍成立。
Hierarchical regressions using the responses of 138 subordinates about 55 managers show that, as predicted, Bass' (1985b) transformational leader model adds to initiation and consideration in explaining the variance of subordinates' satisfaction and ratings of leader effectiveness. Further analysis, using leader ratings by one subordinate and outcome ratings by a second subordinate, largely confirms this augmentation effect. There was disconfirmation for the effect on reported extra effort, suggesting that the relation of transformational leadership to subordinate's extra effort is a dyadic rather than a group effect.