Transformational leadership in the social work context: the importance of leader continuity and co-worker support
2014 (English)In: British Journal of Social Work, ISSN 0045-3102, E-ISSN 1468-263X, Vol. 44, no 4, 886-904 p.Article in journal (Refereed) Published
Social work leadership has attracted growing attention in both social work practice and research. As social service organisations have changed in a variety of ways during the last decades, knowledge of how leaders should act in these transformed organisations is crucial. However, few empirical studies have examined what kind of leadership these changed organisations benefit from and how the continuing organisational change might affect the impact leaders have. The present study aimed at exploring the effect of transformational leadership of first line managers in a social work setting. We used a randomised sample of 158 employees in a Swedish social service organisation, and examined the direct and indirect effect of transformational leadership on two important employee attitudes—commitment and role clarity. The results demonstrate the contri- bution of transformational leadership in creating a workplace where employees are committed and know what their assignment is. Interaction effects of leader continuity and co-worker support indicate the need for some stability in the organisation in order to increase the positive influence transformational leaders have on employees. This study has implications for leadership training in social work and is a contribution.
Place, publisher, year, edition, pages
Oxford University Press , 2014. Vol. 44, no 4, 886-904 p.
Transformational leadership, social service organisations, leader continuity
Psychology Social Work
Research subject Psychology
IdentifiersURN: urn:nbn:se:umu:diva-62777DOI: 10.1093/bjsw/bcs174ISI: 000338829500007OAI: oai:DiVA.org:umu-62777DiVA: diva2:578313
First published online: November 19, 20122012-12-182012-12-182014-08-18Bibliographically approved