Full-range classroom leadership: Implications for the cross-organizational and cross-cultural applicability of the transformational-transactional paradigm

Abstract

This study examined the applicability of the full-range leadership model to an unusual organizational setting, namely a university classroom. As the study took place in Hong Kong, it also considered the relevance of full-range leadership to an Asian rather than a western context. A classroom leadership instrument was developed and tested in the business school of one of the Hong Kong universities. The Hong Kong findings lent support to the argument that the full-range leadership paradigm is applicable across organizations and cultures. Limitations and scope for further study are discussed. Copyright © 2008 SAGE Publications.

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