1. IR@IIMC
  2. Journal of Human Values
  3. 2011, Volume 17
  4. Issue 2, October 2011
Please use this identifier to cite or link to this item: https://ir.iimcal.ac.in:8443/jspui/handle/123456789/5080
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dc.contributorMulla, Zubin R.
dc.contributor.authorKrishnan, Venkat R.
dc.date.accessioned2025-03-06T11:46:45Z
dc.date.available2025-03-06T11:46:45Z
dc.date.issued2011-10
dc.identifier.issn0971-6858(print version)
dc.identifier.urihttps://ir.iimcal.ac.in:8443/jspui/handle/123456789/5080
dc.identifier.urihttps://doi.org/10.1177/097168581101700203
dc.descriptionZubin R. Mulla (corresponding author), Assistant Professor, School of Management & Labour Studies, TataInstitute of Social Sciences, Sion–Trombay Road, Deonar, Mumbai 400088, India. E-mail: zubin@tiss.edu; zubinmulla@yahoo.co.inen_US
dc.descriptionVenkat R. Krishnan, Professor (Organizational Behaviour), Great Lakes Institute of Management, SrinagarColony, Chennai 600015, India. E-mail: venkatrkrishnan@ymail.com
dc.descriptionp. 129-143
dc.description.abstractIn a study of 205 leader–follower pairs, we investigated the impact of the leader’s values and empathyon followers’ perception of transformational leadership and the effect of transformational leadership onfollowers’ values and empathy. The moderating effect of leader–follower relationship duration on theeffect of transformational leadership on followers’ values and empathy was also investigated. We foundthat the leader’s values were related to transformational leadership and transformational leadershipwas related to followers’ values. Over time, the relationship between transformational leadership andfollowers’ empathy and values became stronger.en_US
dc.language.isoen_USen_US
dc.publisherIndian Institute of Management Calcutta, Kolkataen_US
dc.relation.ispartofseriesVol. 17;No. 2
dc.subjectTransformational leadershipen_US
dc.subjectValuesen_US
dc.subjectEmpathyen_US
dc.titleTransformational Leadership:Do the Leader’s MoralsMatter and Do theFollower’s Morals Change?en_US
dc.typeArticleen_US
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