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"Transformational festivals, from Burning Man to Lightning in a Bottle, Bhakti Fest, and Wanderlust, are massive events that attract thousands of participants to sites around the world. In this groundbreaking book, Amanda J. Lucia shows how these festivals operate as religious institutions for "spiritual, but not religious" (SBNR) communities. Whereas previous research into SBNR practices and New Age religion has not addressed the predominantly white makeup of these communities, White Utopias examines the complicated, often contradictory relationships with race at these events, presenting an engrossing ethnography of SBNR practices. Lucia contends that participants create temporary utopias through their shared commitments to spiritual growth and human connection. But they also participate in religious exoticism by adopting Indigenous and Indic spiritualities, a practice that ultimately renders them exclusive, white utopias. Focusing on yoga's role in disseminating SBNR values, Lucia offers new ways of comprehending transformational festivals as significant cultural phenomena"--

Abstract
Leaders are essential actors in public performance improvement and organizational change. However, a key question has not been adequately addressed in prior literature on the topic: how do leadership processes make a difference? Using data on New York City public schools, this article explores the organizational mechanisms by which a specific form of principal's leadership—transformational leadership—influences objective organizational outcomes as measured by standardized test scores. The empirical results indicate that a principal's transformational leadership style affects student test scores through the mediating effects of purposeful performance information use and stakeholder engagement.

(Published: November 2016)Citation: T. Henriksen and Ø. Ravna. ''Stewardship, Transformational Change, and Regime Shifts in the Arctic.'' Arctic Review on Law and Politics, Vol. 7, No. 2, 2016, pp. 109–110. http://dx.doi.org/10.17585/arctic.v7.580

(Published: November 2016)Citation: T. Henriksen and Ø. Ravna. ''Stewardship, Transformational Change, and Regime Shifts in the Arctic.'' Arctic Review on Law and Politics, Vol. 7, No. 2, 2016, pp. 109–110. http://dx.doi.org/10.17585/arctic.v7.580

"Monica Sharma draws on more than twenty years of working for the United Nations to present a radical new approach to transformational leadership, one that creates systems of change where everyone can engage--not just analysts and policy makers. Demonstrating that we all can be architects of a new humanity, Sharma demystifies policy-making, planning, and implementation so that everyone can play an informed and strategic part in eradicating the world's most intractable problems. Using real life examples from around the world, she shows how our innate characteristics of universal compassion, equity impulse, and human capability can create new patterns that effectively address major challenges such as gross inequality, unbridled hate, conflicts based on social identity, and the never-enough mindset of greed. Written in a straight-forward, accessible style, this book outlines a path-breaking paradigm shift that is already generating equitable and sustainable results across the globe. Radical Transformational Leadership describes how we can source our inner capacities and wisdom to manifest change that embodies universal values such as dignity, compassion, fairness, and courage. Everyone has the potential to be a leader--a person who creates a new future--through actions in society, at home, and at work. This book lays out a detailed plan for unleashing our human potential to create a new future through strategic action"--

Leading people from diverse cultures is centrally important in organizations. This study investigates the extent to which transformational leadership behaviors are universal: by examining if leaders and followers perceive transformational leadership behaviors the same way across cultures; and by determining if the magnitude of satisfaction that followers derive from transformational leadership behavior is the same across cultures. Survey data from 71,537 leaders and their direct reports (n = 203,027) from 77 countries were analyzed. Respondents represented hundreds of different organizations, 12 functional areas, 26 industries, and all management levels. Cultural universality was examined by comparing internal reliability scores and using multilevel mixed coefficient models to assess the similarity of effect sizes in across cultures. Regardless of culture, when interacting with leaders from their own culture, followers were universally alike in their perceptions of transformational leadership behavior and in their satisfaction with such behavior.

Part I Introduction -- Transformational Crisis Communication and the Mission of Academia -- Part II Exploring Academic Conflict in International Contexts -- Humanities' Battlefronts: A Discursive "Is the Enemy of My Enemy My Friend?" -- Campus Hate Crimes During the Trump Era: The Rhetoric of Conflict During the 2017 Unite the Right Rally at the University of Virginia in Charlottesville -- Part III Responding Ethically to Stakeholder Activism -- Mace, Memes, and Myopic Management: The University of California, Davis Pepper-Spray Scandal as a Transformational Crisis Communication Case Study -- Signals of Solidarity: Communication in Collective Action at Kennesaw State University -- Complaint, Free Speech, and "Inclusive" Campus Culture: One Transgender Student's Experience.

This paper identifies two fundamental change strategies, incremental and transformational, and the relationship between them, describes the circumstances appropriate for each strategy, and suggests steps for trans lating each strategy into action. It is directed to people responsible for organizational planning or motivated toward personal change. The posi tion is taken that both strategies are required to maintain organizational and personal effectiveness if growth and renewal are desired.

Purpose– The purpose of this paper is to examine a behavioral mechanism linking transformational leadership (TFL) and subordinates' task performance and its boundary conditions. The authors examined the mediation role of subordinates' feedback-seeking behavior and the interactive effect of self-efficacy and dyadic tenure on the transformational leadership-task performance link.Design/methodology/approach– Paper and pencil surveys were administered to 239 supervisor-subordinate dyads from different industries in Taiwan. Confirmatory factor analysis was conducted to test the discriminant validity of the main variables. Hierarchical linear regression and bootstrapping were used to examine the moderated mediation effect.Findings– First, subordinates' feedback-seeking behavior mediates the relationship between TFL and subordinates' task performance. Second, self-efficacy mitigates this mediation process when dyadic tenure is low, whereas self-efficacy enhances this mediation process when dyadic tenure is high.Research limitations/implications– The use of a cross-sectional design prevents us from drawing causal conclusions.Practical implications– This study suggests that for high-self-efficacy subordinates, organizations should try to shorten the period required to familiarize oneself with transformational leaders. In contrast, for low-self-efficacy subordinates, organizations should try to enhance their self-efficacy over time to ensure that they are capable of implementing transformational leaders' expectations in the long run.Originality/value– This empirical study examines a behavioral mechanism in the TFL-task performance link. In addition, by addressing the interactive effect of TFL, self-efficacy and dyadic tenure, it resolves theoretical conflicts and enables us to better understand the effectiveness of TFL in different contexts. A Chinese sample is also unique and valuable.

This report summarises key aspects of discussions held during a half-day stakeholder workshop on transformational adaptation to climate change. The workshop, hosted by UKCIP with funding by the Natural Environment Research Council under its University of Oxford Impact Accelerator Account programme, was held in London on 20th March 2015 as part of a small scoping project. The invitation-only workshop brought together over 20 people from government and funded agencies, NGOs, practice and research with interest in transformational adaptation.

Purpose
Transformative learning (TL) and leadership are key leverage points for supporting society's transition toward sustainability. The purpose of this study is to identify essential components of TL within an international sustainability leadership master's program in Sweden that has been described by many students as life-changing, empowering and transformational.


Design/methodology/approach
Alumni spanning 15 cohorts provided answers to a survey and the responses were used to map components of TL as experienced by the students.


Findings
The survey confirms the anecdotal assertions that the program is transformational. The findings suggest that community, place, pedagogy, concepts and content, disorientation and hope and agency are essential components, combined with the synergy of those into an integrated whole that support transformational change according to many respondents.


Originality/value
This study provides program designers and educators with suggested components and emphasizes their integration and synergy, to support TL experiences for sustainability leaders.

Leaders are responsible for empowering and driving employees to succeed in challenging times or changes and, ultimately, achieve the best results. One of the biggest dilemmas in today's leaders' agenda is to understand how to manage a diverse multigenerational workforce in which millennials represent a predominant group by far, being completely different from previous generations due to the technology impact. The aim of the paper is to identify which leadership style and behavior affects most positively millennial job satisfaction in a multinational environment, and to understand the differences between millennials and non-millennials. The Multifactor Leadership Questionnaire, known as the MLQ, was answered by 167 representative employees from various multinational corporations, 125 of whom are millennials. Based on the results, transformational style is strongly correlated with and positively affected by millennial job satisfaction. Moreover, transformational style is a significant predictor of increased millennial satisfaction, and more specifically, idealized attributes and intellectual stimulation are behaviors that have been validated to increase it. On the other hand, individual consideration has been proven to have a productive effect by increasing non-millennial job satisfaction. According to the findings, millennial workforce leaders need to move towards a more transformational style, based on more idealized attributes and an intellectual stimulation approach, if they want to increase their satisfaction and avoid unwanted attrition. Basically, millennials are searching for leaders who trust and embrace innovation, creativity, critical thinking and, most importantly, leaders who also question the status quo.

AbstractPrevious research implies that the transformational potential of extraordinary experiences arises from the engagement with the experiential context, although we still do not know how this process happens and to what extent it changes consumers. In this article, we explore the processes by which consumers transform themselves through extraordinary experiences and the characteristics of such a transformation. Based on a three‐year ethnography in the context of marathon running, we identified the three processes that engender consumer transformation: the physical transformation process, the mental transformation process, and the discursive transformation process. These processes are sheltered by the transformational escape, defined as the consumption setting that integrates structural and antistructural features through the engagement of consumers' routine with the extraordinary experience, enabling consumer transformation. We extend current theorizations by revealing the dynamics that elongate extraordinary experience duration, enable the dynamic between routine and extraordinary experience, and enlarge the reach of consumer transformation.