Leadership viewed through double lenses: An examination of transformational leader behaviours and social processes of leadership and their impact on key organisational variables within Australian local councils

Abstract

The study examined the combined effects of transformational leadership behaviours and social processes of leadership as predictors of key individual and organisational outcomes in Australian local councils. Data from 177 local council employees indicated significant positive effects of transformational leadership on performance outcomes, collective efficacy/outcomes expectancies and organisational commitment. Social processes of leadership predicted performance outcomes, collective efficacy/outcomes expectancies and organisational citizenship behaviours. Theoretical and managerial implications following on from this study are discussed.