Leadership researchers Fred O.Walumbwa,Peng Wang,John Lawler,and Kan Shi demonstrate that transformational leadership leads to an increase in the strength of the collective efficacy among the transformational leader's followers.
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Q4: Vision is not important to the leadership
Q5: Transformational leaders are less effective than their
Q6: Followers are not passive "role recipients"; they
Q7: Kelman's typology of social influence processes provides
Q8: Research findings have shown that transformational leadership
Q10: Findings suggest that nothing can be done
Q11: Transformational leaders employ innovative techniques to approach
Q12: The self-concept theory suggests a negative association
Q13: It is reasonable to expect that factors
Q14: Empirical evidence suggests that transformational leader behaviors
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