• Joyce E Bono and Marc H Anderson.
• Department of Psychology, University of Minnesota, 75 East River Road, Minneapolis, MN 55455, USA. jbono@umn.edu
• J Appl Psychol. 2005 Nov 1; 90 (6): 1306-14.

AbstractExisting transformational leadership research has focused primarily on the behaviors of leaders and their effects on followers. The authors extended this research by examining the social networks of managers who exhibit transformational leadership behaviors. Their focus was on the network of relationships that managers develop and whether they hold key positions in the organization's informal social networks. In a field study using data from 39 managers and 130 nonmanagement employees of 6 organizations, the authors found that managers who score higher on transformational leadership tend to hold more central positions in organizational advice and influence networks. Furthermore, the direct reports of these leaders were also more central in informal organizational networks. These results illuminate one of the ways that managers who exhibit transformational leadership behaviors may exert influence in organizations.((c) 2005 APA, all rights reserved).

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