Despite a tremendous amount of research on the topic, we still have little evidence regarding the extent to which transformational leader behaviors (TLBs) cause a number of outcomes. The primary inhibitors include a lack of theoretical precision, the conflation of leader (follower) behaviors with evaluations, as well as measurement and design issues which prevent causal inferences. To address such concerns, we reframe the transformational leadership literature from a signaling theory perspective. Study 1 reviewed existing definitions of transformational leadership. Building on this, we introduce a new definition of TLB: Leader signaling through developmental and prosocial behaviors tailored for each unique stakeholder (e.g., person, dyad, group, organization). Leveraging topic modeling, Study 2 involved the analysis of open-ended survey responses. Using a constant comparative approach, six TLBs were identified: 1. teaching life lessons, 2. introduction to developmental opportunities, 3. providing different perspectives, 4. seeking different perspectives, 5. questioning critical assumptions, and 6. speaking words of affirmation. Studies 3 and 4 were preregistered experiments that showed TLBs cause variation in follower evaluations of the leader as transformational (n = 416; Cohen’s d = .50) and contributions to a public good (n = 320; Cohen’s d = .36), respectively. We conclude with recommendations for theory and practice.

尽管关于这一主题进行了大量研究，但我们仍然没有多少证据表明变革型领导行为（TLB）会在多大程度上导致许多结果。主要阻碍因素包括缺乏理论精确性、领导者（追随者）行为与评估的混淆，以及阻碍因果推断的测量和设计问题。为了解决这些问题，我们从信号理论的角度重新构建了变革型领导文献。研究 1 回顾了变革型领导力的现有定义。在此基础上，我们引入了 TLB 的新定义：领导者通过为每个独特的利益相关者（例如个人、二人、团体、组织）量身定制的发展和亲社会行为发出信号。利用主题建模，研究 2 涉及对开放式调查响应的分析。采用持续比较的方法，确定了六个 TLB：1. 教授人生课程，2. 介绍发展机会，3. 提供不同的观点，4. 寻求不同的观点，5. 质疑关键假设，6. 说出肯定的话语。研究 3 和 4 是预先注册的实验，表明 TLB 会导致追随者对领导者的变革性评价（n = 416；Cohen's d = .50）和对公共利益的贡献（n = 320；Cohen's d = .36）的评价发生变化。 。最后我们提出了理论和实践的建议。