Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance (original) (raw)
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International journal of academic research in business & social sciences, 2015
Although leaders and followers are both essential elements within the leadership process, there has been limited research regarding followers and their effects in the process. This study aims to examine the relationship between transformational leadership and followers' work characteristics and performance, and follower's attitudes towards a leader as a moderating variable. A questionnaire survey will be used to collect data from Malaysian multinational corporations. The questionnaire will be utilized to measure followers' work characteristics and task performance with their leader while the Multifactor Leadership Questionnaire will measure follower's perception to the leadership style of their leader. Furthermore, three followers' attitudes toward their leader (trust in the leader, loyalty, and value congruence) as moderators of this association. The literature review focuses on the followers' outcomes and builds the framework of conceptual model. Two theoretical perspectives have guided the theoretical framework which are the transformational leadership theory and leader-member exchange theory. The proposal will give an increased understanding of the implementation of transformational leadership in Malaysian MNCs and its implication on outcomes of followers. This framework reflects a growing interest in extending transformational leadership to emerging in developing counties, thus contributing to a wider body of knowledge.
Scholars of transformational leadership and leader–member exchange (LMX) have argued that leaders are able to positively infl uence the job attitudes and behaviors of followers by different means. Whereas transformational leadership focuses on the leaders' ability to transform followers through a global inspiring vision that encourages positive change among all employees, LMX highlights the importance of the leaders' unique relationships with followers as the driver of positive attitudes and behaviors. Using field data gathered from 280 full-time employees, the current research compared the influence of these two leadership styles on follower engagement. The results suggested that rather than the infl uence derived from inspirational leadership behaviors, it is employees' unique relationship with their leader that creates follower engagement. Additionally, the results indicated that follower engagement mediates the relationship between leadership and key employee outcomes (i.e., organizational citizenship behavior [ OCB ] and employee turnover intentions). Implications to theory and practice are discussed. † Th ese authors contributed equally to this work.
The Leadership Quarterly, 2012
Transformational leadership has been widely researched and is associated with followers' performance, attitudes, and subjective well-being at the individual level. Less research has focused on transformational leadership as a group phenomenon. In a survey study (425 followers and 56 leaders), we examined how group-level and differentiated transformational leadership shape followers' perceptions of their working conditions and individual subjective well-being. There was stronger evidence that differentiated transformational leadership's relationships with indicators of well-being was mediated by perceptions of working conditions, in that 10 out of 20 tests for mediation using differentiated transformational leadership were significant, compared to just three out of 20 for group-level transformational leadership. The results suggest that transformational leadership needs to be studied as a group phenomenon considering how group-level perceptions may impact on followers' well-being and that leaders need to realize that there is an "I" in groups and addition to a "we" in groups.
Do transformational leaders enhance their followers' daily work engagement?
2011
This diary study investigated whether and how supervisors' leadership style influences followers' daily work engagement. On the basis of leadership theories and the job demands–resources model, we predicted that a transformational leadership style enhances employees' work engagement through the mediation of self-efficacy and optimism, on a day-to-day basis. Forty-two employees first filled in a general questionnaire, and then a diary survey over five consecutive workdays.
2014
This paper aimed to provide insights into the different mediating mechanisms through which servant leadership (SL) and transformational leadership (TFL) affect followers. We also investigated environmental uncertainty as a moderator of the effects of servant leadership and transformational leadership. Based on the results of two experimental studies and one field study, we concluded that both SL and TFL were related to organizational commitment and work engagement; however, the manner in which they exerted their influence differed. SL worked primarily through follower need satisfaction, whereas TFL worked mainly through perceived leadership effectiveness. The moderating influence of uncertainty was inconsistent across the studies.
Academy of Management Journal, 2018
We invoke the person-environment fit paradigm to examine on a daily basis follower affective, attitudinal, and behavioral responses to transformational leadership needed and received. Results from two ESM studies suggested that positive affect was higher on days when transformational leadership received fit follower needs (compared to days when the amount received was deficient or in excess of follower needs) and on days when absolute levels of fit was higher. We also found that positive affect mediated the within-person effects of transformational leadership needed and received on subordinates' daily work attitudes (Studies 1 & 2) and organizational citizenship behaviors (Study 2). Supplemental analyses in Study 2 revealed that subordinates need more transformational leadership when they experience more challenge stressors, face greater uncertainty at work, and perform more meaningful work.
Work & Stress, 2008
Transformational leaders employ a visionary and creative style of leadership that inspires employees to broaden their interest in their work and to be innovative and creative. There is some evidence that transformational leadership style is linked to employee psychological well-being. However, it is not clear whether this is due to (1) a direct relationship between leadership behaviour and affective well-being outcomes, or (2) a relationship between leadership behaviour and well-being that is mediated by followers' perceived work characteristics. (Such characteristics include role clarity, meaningfulness, and opportunities for development.) This study aims to extend previous work by examining the validity of these two mechanisms in a longitudinal questionnaire study. The study was carried out within the elderly care sector in a Danish local governmental department. A theory-driven model of the relationships between leadership, work characteristics, and psychological well-being was tested using Structural Equation Modelling. The results indicated that followers' perceptions of their work characteristics did mediate the relationship between transformational leadership style and psychological well-being. However, there was only limited evidence of the existence of a direct path between leadership behaviour and employee well-being. These findings have implications for design, implementation, and management of efforts to improve employee well-being.
Indonesian Management and Accounting Research, 2022
The study aims at investigating of this study is to examine how the effect of transformational leadership on job performance by mediating employee work engagement on employees of the Human Capital and Facility Management division of PT. XL Axiata, Tbk. Jakarta. The data were collected from 58 employees Facility division of Human Capital Management PT. XL Axiata Tbk. Jakarta. For the serial analysis, SPSS macro process was utilized to test the proposed hypothesis model. Results provide evidence that follower employee work engagement mediates the relationship between perceived transformational leadership and job performance. By better understanding how leaders build engagement and drive performance in regard to a specific task, organizations can take advantage of the influence that leaders have on everyday interactions in workplace. Therefore, in this study more developed the psychological profile of effective leaders, especially the communications industry, management researchers mus...
2019
In this paper, we proposed four hypotheses that predicted positive relationships between transformational leadership behaviors and effective followership behaviors. We collected data from 100 middle managers across the United States. Multiple regression results showed significant positive relationships between transformational leadership behaviors and effective followership behaviors, after we had controlled for age, gender, race, educational level, tenure with current organization, and tenure with current supervisor. However, the transformational leadership behavior of Idealized Influence was not significantly related to the effective followership behavior of Building Trust, after controlling for demographics. The findings have important implications for leaders, followers, leadership educators, organizations, and researchers.