In this paper we present TransUCP, a general framework for transformational analogy. Using our framework we demonstrate that transformational analogy does not meet a crucial condition for a well-known worst-case complexity scenario, and therefore the results about plan adaptation being computationally harder than planning from the scratch does not apply to transformational analogy. We prove thi...

This paper distinguishes between self-sacrifice and altruism, and reports a cross-sectional survey of working managers (n = 127). The study tested how the two variables differentially affect transformational leadership. Results yielded evidence that altruism is a better predictor of transformational leadership than self-sacrifice is. The hypothesis that self-sacrifice would enhance the effect o...

During the last three decades, there has been a growing body of research dealing with transformational leadership. Initially outlined by Burns in his book of 1978, the theory of transformational leadership was reconceptualized and developed by Bass. Bass views transformational leadership as an expansion of traditional leadership that goes beyond simple exchange rewards and promises of reward fo...

Transformational and cliarismatic leadership are critically assessed. A theoretical exploration of each reveals contradictions and research limitations for the two constructs. Charisma is defined in its origins as a social phenomenon and as a magical gift" possessed by leaders. Followers of cliarismatic leaders typically emulate or strongly identify with the leader. The transformational leader,...

Synthesizing theories of transformational leadership and self-determination, this research investigated whether transformational leaders (a) promote the autonomous motivation of their subordinates and whether (b) it results in higher autonomous motivation when subordinates hold high collectivistic values. Multilevel data were obtained from work samples in China and Canada. The results showed a ...

This paper discusses the relationship between transformational programming and theorem proving. It illustrates the use of the theorem proving environment as a basis for a program construction tool DEBATE 1 (Deduction Based Transformational Environment) which is under construction in University College Dublin. Using a theorem proving framework directly would require the user to be familiar with ...

Handling Editor: Shelly Dionne Network scholars argue that one responsibility of leaders is to help their followers develop social capital.We suggest that oneway leaders do this is by encouraging followers to engage in networking behavior. However, we argue that such encouragement is more effective when leaders are seen as less transformational, because followers are then less able to benefit f...

Using multilevel structural equations modeling, we examine the extent to which the influence of transformational leadership on work group effectiveness flows through follower perceptions of person-organization or person-supervisor value congruence. Results indicate that the group-level effect of transformational leadership on work group effectiveness was fully accounted for by the group-level i...

We developed and tested a model in which transformational leadership affects sports performance indirectly, through the mediating effects of intrinsic motivation. During the season. 168 university athletes provided data on their perceptions of their coach’s transformational leadership and their own intrinsic motivation. At the end of the season, their coaches assessed the performance of the ath...