Abstract

Transformational leadership has gained popularity during the past ten years because of its consistent effect on individual and organizational performance. The increasing globalization of business and the consequent emergence of a diversified workforce have prompted the importance of understanding the cultural context of transformational leadership theory. Judge and Bono (2000) demonstrated some support for the argument that the leaders' personality predicts their transformational leadership behavior and the positive association between transformational leadership and organizational outcomes such as: subordinate satisfaction with the leader, subordinate overall job satisfaction, subordinate organizational commitment, subordinate work motivation and leadership effectiveness. The purpose of the study is to conduct a conceptual replication to test the cross-cultural generalizability of this finding utilizing a Chinese sample.