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New title:
John J. Sosik & Dongil (Don) Jung (2009). Full Range Leadership Development: Pathways for People, Profit and Planet. Psychology Press.

It has been more than 20 years since Bernie Bass presented an integrated overview of full range leadership development. This has been the standard for providing leadership training around the world in business, military, religious and educational contexts. Penn State University’s master of leadership development program is directed by John J. Sosik and uses these transactional –transformational leadership paradigms as their foundation for their courses.

Full range leadership development strives to grow transformational leadership in organizations at all levels, including followers, thereby generating numerous positive outcomes at all levels. Organizations that support and develop transformational leadership across organizational levels are more productive and profitable, attract and retain high quality associates, promote creativity and innovation, garner trust and commitment from employees, and are strategically positioned to respond well to changes in the market.

More at the Psychology Press website....

Books

Avolio, B. J. (2005). Leadership Development in Balance: Made/Born. Mahwah, NJ: Lawrence Erlbaum and Associates, Inc.
Avolio, B. J. (1999). Full Leadership Development: Building the Vital Forces in Organizations. Thousand Oaks, CA: Sage.
Avolio, B. J. & Bass, B. M. (2002). Developing Potential across a Full Range of Leadership: Cases on transactional and transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York: Free Press.
Bass, B. M. (1998). Transformational Leadership: Individual, Military and Educational Impact. Mahwah, NJ: Erlbaum.
Bass B. M. & Avolio, B. J. (Eds.). (1994). Improving Organizational Effectiveness through Transformational Leadership. Thousand Oaks, CA: Sage.
Bass, B. M. (1990). Bass & Stogdill's Handbook of Leadership: Theory, Research, and Managerial Applications. New York: Free Press.
Bernard M. Bass & Ronald E. Riggio. (2005). Transformational Leadership, second edition, Mahwah, NJ: Lawrence Erlbaum Associates.
Bernard & Ruth Bass (2008). The Bass Handbook of Leadership, 4th ed. New York: Free Press.
Sosik, J. J. (2006). Leading With Character: Stories of Valor and Virtue and the Principles They Teach. Charlotte, NC: Information Age Publishing.
Sosik, J. J. & Jung, D. (2009). Full Range Leadership Development: Pathways for People, Profit and Planet. Psychology Press.

Articles

Avolio, B. J., Bass, B. M.,& Jung, D. (1999). Reexamining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology 7, 441-462.
Avolio, Bruce J. & Bass, Bernard M. (2003). "Predicting Unit Performance by Assessing Transformational and Transactional Leadership," Journal of Applied Psychology, 88(2). Full text of the article available in PDF form at APA site (must have Adobe Acrobat reader).
Barling, J., Weber, J.,& Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81, 827-832.
Bass, Bernard M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2),130-139.
ABSTRACT - There is universality in the transactional-transformational leadership paradigm. That is, the same conception of phenomena and relationships can be observed in a wide range of organizations and cultures. Exceptions can be understood as a consequence of unusual attributes of the organizations or cultures. Three corollaries are discussed. Supportive evidence has been gathered in studies conducted in organizations in business, education, the military, the government, and the independent sector. Likewise, supportive evidence has been accumulated from all but 1 continent to document the applicability of the paradigm.
Bass, Bernard M., Avolio, Bruce J., Jung, Dong I. & Berson, Yair. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218.
ABSTRACT - How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The relationship of platoon leadership to performance was partially mediated through the unit's level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.
Dvir, T., Eden, D., Avolio, B. J.,& Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45, 735-744.
Eagly, A. H. Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003). Transformational, Transactional, and Laissez-Faire Leadership Styles : A Meta-Analysis Comparing Women and Men. Psychological Bulletin 129, 4, 569-591.
ABSTRACT - A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.
Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated business business-unit performance. Journal of Applied Psychology, 78, 891–902.
IN BRIEF: Higher transformational and transactional leadership ratings were associated with more effective business unit performance.
Judge, T. A. & Piccolo, R. F. (2004). Transformational and transactional Leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology. 89 (5) 755-768.

Documents

Rowold, J. (2005). Mutifactor Leadership Questionnaire: Psychometric properties of the German translation by Jens Rowold. Menlo Park, CA: Mind Garden.
International Norms for the MLQ

Citations

American Psychological Association press release reports that the MLQ predicts leadership in battlefield simulations. See "Leadership Styles That Use Rewards and Shared Values Help Platoons Perform Well in Simulated Combat Situations: Implications for Leadership Training in the Military" at the American Psychological Association (3/26/03).
How transformational leadership works: Kaiser, Robert B. and Robert Hogan and S. Bartholomew Craig (2008). "Leadership and the fate of organizations." American Psychologist, 63(2) 96-110.
"Research on how leaders affect followers' self-concepts indicates that transformational leadership works by influencing followers to identify with a collective enterprise and to internalize group aspirations. Transactional leadership appeals to followers' self-interest, but transformational leadership changes the way followers see themselves—from isolated individuals to members of a larger group. Transformational leaders do this by modeling collective commitment (e.g., through self-sacrifice and the use of “we” instead of “I”), emphasizing the similarity of group members, and reinforcing collective goals, shared values, and common interests. When followers see themselves as members of a collective, they tend to endorse group values and goals, and this enhances their motivation to contribute to the greater good."
Research findings on transformational leadership from "Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire" by John Antonakis, Bruce J. Avolio and Nagaraj Sivasubramaniam, The Leadership Quarterly, 14(3), June 2003, 261-295:

Transformational leaders created greater alignment around strategic visions and missions

Transformational leadership behavior factors are associated with organizational sales increases, market share, earnings and ROI.

Scores on Transformational leadership predict individual and group performance.

Transformational leadership has been found to explain between 45% and 60% of organizational performance

Transformational leaders created greater unit cohesion, commitment, and lower turnover.

Transformational leadership predicted higher levels of product innovation in R & D teams

Transformational leaders created safer work environments.

Transformational leadership training has been shown to improve leadership and associated performance over time.

Testimonials

"Among the most popular [leadership] tests is the Multifactor Leadership Questionnaire. . . A variety of studies have shown the MLQ to be effective as an assessment tool in leadership training programs. These have involved settings as diverse as savings banks, community action agencies, offshore oil platforms, the United States Army, Chinese state-run industry, and the Israel Defense Force infantry."

--Edward Hoffman. (2002). Psychological Testing at Work. New York: McGraw Hill.

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