Tepper, Bennett J.
August 1993
Academy of Management Best Papers Proceedings;1993, p267
Conference Proceeding
Results of a field study suggest that in pursuit of routine influence objectives (1) transactional leaders more frequently employ exchange and pressure tactics, (2) transformational leaders more frequently employ legitimating tactics, and (3) transformational leaders engender higher levels of identification and internalization. Directions for future research on Bass' (1985) augmentation theory of leadership are discussed.


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