000			01573pab a2200181 454500
008			180718b2015 xxu||||| |||| 00| 0 eng d
100			_aJacobsen, Christian Botcher
245			_aIs leadership in the eyes of the beholder: a study of intended and perceived leadership practices and organizational performance
260			_c2015
300			_ap.829-841.
362			_aNov-Dec
520			_aLeadership is a matter of both intentions and perceptions, which do not necessarily always match. Because employees motivation and commitment are only affected by leadership if they notice it, employee-perceived leadership is expected to have a stronger correlation with organizational performance than leader-intended leadership. This expectation is tested for transformational and transactional leadership, as both types of practices are expected to increase performance. Using a sample of 1,621 teachers and 79 Danish high school principals, the authors find that leader-intended and employee-perceived transformational and transactional leadership are only weakly correlated and that only employee-perceived leadership practices (both transformational and transactional) are significantly related to objectively measured school performance. The results show that it is important to distinguish between intended and perceived leadership and that leaders should be aware of how their practices are perceived. - Reproduced.
650			_aOrganizations
650			_aLeadership
700			_aAndersen, Lotte Bogh
773			_aPublic Administration Review
909			_a109840
999			_c109835 _d109835