Contingency applicability of transformational leadership

Situational factors will buffer the influence of transformational and communicative leadership behavior on performance. In organizations with tendency to change and risk tolerance, transformational leadership is easily accepted; On the contrary, leaders who have doubts about the status quo and often seek improvement methods when completing tasks are often considered unstable in organizations bound by traditional habits, rules and laws, and transformational leaders are not suitable for organizations with stable structure and cohesion. Therefore, highly innovative, adventurous and open organizations can attract transformational leaders more than organizations with stable and orderly structures. Research shows that innovation support has a buffering effect on the correlation between intelligence, personalized leadership behavior and job performance, while the relationship between charismatic leadership behavior and performance is not affected by innovation support for two main reasons:

(l) charismatic leaders usually hope to have employees who internalize their values and goals, and induce their subordinates to go beyond the immediate environment, complete the tasks assigned by the leaders, and achieve the expected goals. Quasi-competent leaders can achieve high task performance, high task adjustment and high adaptability to leaders and groups without being affected by productivity standards;

(2) Compared with a more standardized and stable environment, charismatic leaders have a greater impact on employee performance in a more chaotic and unstable environment.