Transformational leadership and leader stress: A model of reciprocal effects

In this paper we use adaptive cost theory and job-demands resource theory to examine a stressor faced by many leaders: the enactment of a transformational leadership style. Whereas much of the existing research literature about transformational leadership focuses on how these leaders can improve the productivity or well- being of their followers, we specifically examine how this style of leadership may act as an additional demand on the leaders who engage in it. We also identify conditions under which leaders can adopt transformational leadership behaviors with less stress, by taking into account their own individual characteristics as well as those of their followers and the work context. Practical implications and directions for future research are discussed.