Remote Transformational Leadership

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Leadership & Organization Development Journal
Emerald Article: Remote transformational leadership
E. Kevin Kelloway, Julian Barling, Elizabeth Kelley, Julie Comtois, Bernadette Gatien

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To cite this document: E. Kevin Kelloway, Julian Barling, Elizabeth Kelley, Julie Comtois, Bernadette Gatien, (2003),"Remote transformational leadership", Leadership & Organization Development Journal, Vol. 24 Iss: 3 pp. 163 - 171 Permanent link to this document:

http://dx.doi.org/10.1108/01437730310469589
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E. Kevin Kelloway, Julian Barling, Elizabeth Kelley, Julie Comtois, Bernadette Gatien, (2003),"Remote transformational leadership", Leadership & Organization Development Journal, Vol. 24 Iss: 3 pp. 163 - 171 http://dx.doi.org/10.1108/01437730310469589

E. Kevin Kelloway, Julian Barling, Elizabeth Kelley, Julie Comtois, Bernadette Gatien, (2003),"Remote transformational leadership", Leadership & Organization Development Journal, Vol. 24 Iss: 3 pp. 163 - 171 http://dx.doi.org/10.1108/01437730310469589

E. Kevin Kelloway, Julian Barling, Elizabeth Kelley, Julie Comtois, Bernadette Gatien, (2003),"Remote transformational leadership", Leadership & Organization Development Journal, Vol. 24 Iss: 3 pp. 163 - 171 http://dx.doi.org/10.1108/01437730310469589

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Remote transformational leadership
E. Kevin Kelloway
Department of Management, Saint Mary's University, Halifax, Nova Scotia, Canada
Julian Barling
School of Business, Queen's University, Kingston, Ontario, Canada Elizabeth Kelley
Department of Management, Saint Mary's University, Halifax, Nova Scotia, Canada
Julie Comtois
School of Business, Queen's University, Kingston, Ontario, Canada Bernadette Gatien
Department of Psychology, Saint Mary's University, Halifax, Nova Scotia, Canada Keywords

Leadership,
Transformational leadership

Abstract

We present two studies of remote
transformational leadership. In the
first, 175 students read a vignette
depicting either a laissez-faire,
management by exception,
contingent reward, or
transformational leadership style
communicated by electronic mail
(e-mail). Results showed that
students could distinguish
between the various leadership
styles, and both interpersonal
justice and supervision
satisfaction were perceived to be
higher when a transformational
style was presented. In the second
study, 105 undergraduates
completed individual and group
problem solving tasks after
reading an e-mail containing either
an intellectually stimulating or
charismatic message in a 2 Â 2
design. Participants properly
identified...
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