Why grade the sources instead of just listing them all together?

Because they don't all support the same kind of claim. VCU's own course catalog is strong evidence of what's formally taught; a VCU News article is useful for chronology but not for outcome claims; a peer-reviewed meta-analysis is strong evidence for a general mechanism but wasn't run on VCU's own students. Grading them separately makes it possible to say which kind of claim each source can actually carry.

Does MBA Lab have access to VCU's internal course materials?

No, and this research deliberately doesn't use any. Every source here is publicly available - VCU's public website, its published bulletin and course catalog, its brochure, and peer-reviewed academic publications. Nothing behind VCU's login systems, no assignments, no slides, no proprietary assessment items.

How current is this source list?

All sources were verified as accessible July 28, 2026, unless individually dated otherwise. The 2026-27 VCU Bulletin was still a preliminary edition at that date; this list will be re-verified against the final edition once VCU publishes it.

Sources: MBA Lab's VCU Transformative Leadership Research

MBA Lab is independent and is not affiliated with, endorsed by, or an official representative of Virginia Commonwealth University.

Every claim in MBA Lab's transformative-leadership guides traces back to one of the sources below. They're graded by type, because different kinds of sources can support different kinds of claims - VCU's own bulletin is the best evidence of what's formally required; a peer-reviewed meta-analysis is strong evidence for a general mechanism, not for VCU's specific program; a news article is useful for chronology, not outcomes. Web sources were accessed July 28, 2026 unless another date is noted.

VCU official sources

Virginia Commonwealth University. (2026a). Business Administration, Master of (M.B.A.) [Executive]. VCU Bulletin 2026-27 preliminary edition.
Virginia Commonwealth University. (2026b). Fast Track MBA (FMBA) course descriptions. VCU Bulletin 2026-27 preliminary edition.
Virginia Commonwealth University. (2024a, September 25). Institute for Transformative Leadership.
Virginia Commonwealth University. (2026c, July 6). Executive MBA.
Virginia Commonwealth University. (2025a, October). Executive MBA brochure.
Virginia Commonwealth University School of Business. (n.d.). Christopher S. Reina faculty profile. Retrieved July 28, 2026.
Virginia Commonwealth University. (2023, 2024b, 2025b). VCU Bulletin archives: Fast Track MBA course listings (2023-24, 2024-25, 2025-26).
VCU News. (2026, July 27). Institute for Transformative Leadership spreads its message and footprint.
VCU News. (2024, January 18). VCU research promotes a business paradigm shift that emphasizes people, not just profit.

Peer-reviewed meta-analyses and systematic reviews

Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.
Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta-analytic review and extension. Personnel Psychology, 70(1), 113-165.
Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta-analysis. Journal of Occupational and Organizational Psychology, 89(2), 249-277.
Lacerenza, C. N., Reyes, D. L., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102(12), 1686-1718.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768.
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels. Group & Organization Management, 36(2), 223-270.
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership. The Leadership Quarterly, 27(4), 634-652.
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? Journal of Management, 44(2), 501-529.
Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance. Psychological Bulletin, 119(2), 254-284.
Good, D. J., Lyddy, C. J., Glomb, T. M., Bono, J. E., Brown, K. W., Duffy, M. K., Baer, R. A., Brewer, J. A., & Lazar, S. W. (2016). Contemplating mindfulness at work: An integrative review. Journal of Management, 42(1), 114-142.
Eby, L. T., Allen, T. D., Conley, K. M., Williamson, R. L., Henderson, T. G., & Mancini, V. S. (2019). Mindfulness-based training interventions for employees. Human Resource Management Review, 29(2), 156-178.
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients' reactions to organizational change: A 60-year review. The Journal of Applied Behavioral Science, 47(4), 461-524.

Peer-reviewed empirical studies

Reina, C. S., Kreiner, G. E., Rheinhardt, A., & Mihelcic, C. A. (2023). Your presence is requested: Mindfulness infusion in workplace interactions and relationships. Organization Science, 34(2), 722-753.
Reina, C. S., Mills, M. J., & Sumpter, D. M. (2023). A mindful relating framework for understanding the trajectory of work relationships. Personnel Psychology, 76(4), 1187-1215.
Reina, C. S., & Kudesia, R. S. (2020). Wherever you go, there you become: How mindfulness arises in everyday situations. Organizational Behavior and Human Decision Processes, 159, 78-96.
Kudesia, R. S., & Reina, C. S. (2019). Does interacting with trustworthy people enhance mindfulness? PLOS ONE, 14(4), e0215810.
Gupta, A., & Reina, C. S. (2024). It's the little things in life: An examination of hassles, mindfulness, and counterproductive behaviors. Group & Organization Management, 49(5), 1244-1279.
Wei, W., Liu, X., & Reina, C. S. (2025). Effects of team proactive personality on team creativity through team promotion focus. Journal of Business Research, 200, 115639.
Bartels, A. L., Peterson, S. J., & Reina, C. S. (2019). Understanding well-being at work: The eudaimonic workplace well-being scale. PLOS ONE, 14(4), e0215957.
Reina, C. S., Rogers, K. M., Peterson, S. J., Byron, K., & Hom, P. W. (2018). Quitting the boss? Journal of Leadership & Organizational Studies, 25(1), 5-18.
Reb, J., Chaturvedi, S., Narayanan, J., & Kudesia, R. S. (2019). Leader mindfulness and employee performance. Journal of Business Ethics, 160(3), 745-763.
Brown, K. W., & Ryan, R. M. (2003). The benefits of being present: Mindfulness and its role in psychological well-being. Journal of Personality and Social Psychology, 84(4), 822-848.
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks. Creativity Research Journal, 22(3), 250-260.

Peer-reviewed conceptual and theoretical work

Town, S., Reina, C. S., Brummans, B. H. J. M., & Pirson, M. (2024). Humanistic organizing: The transformative force of mindful organizational communication. Academy of Management Review, 49(4), 824-847.
Gottfredson, R. K., & Reina, C. S. (2021). Illuminating the foundational role that mindsets should play in leadership development. Business Horizons, 64(4), 439-451.
Gottfredson, R. K., & Reina, C. S. (2020, January 17). To be a great leader, you need the right mindset. Harvard Business Review.
Burns, J. M. (1978). Leadership. Harper & Row.
Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
Shields, C. M. (2010). Transformative leadership: Working for equity in diverse contexts. Educational Administration Quarterly, 46(4), 558-589.
Caldwell, C., Dixon, R. D., Floyd, L. A., Chaudoin, J., Post, J., & Cheokas, G. (2012). Transformative leadership: Achieving unparalleled excellence. Journal of Business Ethics, 109(2), 175-187.
Greenleaf, R. K. (1977). Servant leadership. Paulist Press.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development. The Leadership Quarterly, 16(3), 315-338.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
Heifetz, R. A. (1994). Leadership without easy answers. Harvard University Press.
Senge, P. M. (1990). The fifth discipline. Doubleday.
Pirson, M. (2017). Humanistic management: Protecting dignity and promoting well-being. Cambridge University Press.
Mackey, J., & Sisodia, R. (2013). Conscious capitalism. Harvard Business Review Press.
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Leader-member exchange theory. The Leadership Quarterly, 6(2), 219-247.
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.
Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership. Human Resource Management Review, 28(2), 190-203.
Lilius, J. M., Worline, M. C., Maitlis, S., Kanov, J., Dutton, J. E., & Frost, P. (2008). The contours and consequences of compassion at work. Journal of Organizational Behavior, 29(2), 193-218.

Measurement and assessment research (cited for methodology, not used as scale items)

Grant, A. M., Franklin, J., & Langford, P. (2002). The Self-Reflection and Insight Scale. Social Behavior and Personality, 30(8), 821-835.
Baer, R. A., Smith, G. T., Hopkins, J., Krietemeyer, J., & Toney, L. (2006). Using self-report assessment methods to explore facets of mindfulness. Assessment, 13(1), 27-45.
Linderbaum, B. A., & Levy, P. E. (2010). The development and validation of the Feedback Orientation Scale. Journal of Management, 36(6), 1372-1405.
McAllister, D. J. (1995). Affect- and cognition-based trust as foundations for interpersonal cooperation. Academy of Management Journal, 38(1), 24-59.
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire. Educational and Psychological Measurement, 66(4), 701-716.
Riggio, R. E., Zhu, W., Reina, C. S., & Maroosis, J. D. (2010). Virtue-based measurement of ethical leadership. Consulting Psychology Journal, 62(4), 235-250.
Holt, D. T., Armenakis, A. A., Feild, H. S., & Harris, S. G. (2007). Readiness for organizational change. The Journal of Applied Behavioral Science, 43(2), 232-255.
Jena, L. K., & Pradhan, S. (2018). Conceptualizing and validating workplace belongingness scale. Journal of Organizational Change Management, 31(2), 451-462.
Victor, B., & Cullen, J. B. (1988). The organizational bases of ethical work climates. Administrative Science Quarterly, 33(1), 101-125.
Cammann, C., Fichman, M., Jenkins, G. D., Jr., & Klesh, J. R. (1983). Assessing the attitudes and perceptions of organizational members. In Assessing organizational change. Wiley.

Organizational self-description (valid for describing the source's own approach, not for proving effectiveness)

Barry-Wehmiller. (2024, March 8). A transformative partnership for teaching leadership in business education [Podcast page].
Barry-Wehmiller. (2025, October 7). Here's a simple phrase that can completely change the way you lead.
Chapman, B., & Sisodia, R. (2015). Everybody matters: The extraordinary power of caring for your people like family. Portfolio.

How to read this list

VCU's official sources (bulletin, course catalog, program page, brochure, faculty profile) are the strongest available evidence for what's formally taught and required - not for whether it works. Meta-analyses and systematic reviews are the strongest evidence for general mechanisms - trust, coaching, psychological safety - but weren't run on VCU's own students, so they support the underlying ideas, not a specific claim about this program. Conceptual and theoretical papers propose mechanisms for future research rather than reporting completed evaluations. Organizational self-description (Barry-Wehmiller's own materials) is valid for describing that organization's own philosophy, not as independent proof of its effects. News coverage, used sparingly above, is treated as context and chronology only.

Research Sources: Transformative Leadership at VCU