Abstract
Purpose. The purpose of this study was to explore followers' perceptions of changes in the transformational leadership styles of trauma-exposed military leaders who show evidence of PTS. Methodology. The 45 participants were subordinates in military units who shared their perceptions of their leaders' leadership styles before and after trauma exposure (e.g., combat). They were made up of service members recruited at 2 active duty units and several veterans' service organizations throughout the United States. Participants responded to the Multifactor Leadership Questionnaire, a 20-item measure of transformational leadership behaviors, and a single open-ended item. Findings. Examination of quantitative data collected from the 45 participants demonstrated a relationship between the leader's exposure to trauma and perceptions of a leader's use of transformational leadership styles, as viewed from the subordinate's perspective. Inspirational motivation and idealized influence attributes demonstrated a stronger decline after the leader's exposure to trauma, but all 5 subscales of the Multifactor Leadership Questionnaire showed a statistically significant decline from pre- to posttrauma ratings. Qualitative data from a single open-ended item supported the quantitative findings, showing an increase in negative perceptions after the leader's exposure to trauma. Conclusions. The study data supported the view that leaders' use transformational leadership styles declines after exposure to a traumatic event. Recommendations. Further research is advised: A replicative study with first responders as the target population or expansion to a larger population of active military and veterans would allow for further refinement of the findings of this important topic.