Influence of Transformational Leadership on Team Trust and Adaptability

This paper studied the relationship among team transformational leadership, team trust, job satisfaction, and team commitment of the team members in software development teams in the United States of America. A total of 5,375 surveys were distributed and only 69 respondents completed the online survey. Based upon 65 validated respondents, this study conducted a confirmatory factor analysis and evaluated the direct and indirect weights of path coefficients among the latent variables at 5% level of significance. The results using path analysis indicate that team transformational leadership is strongly positively related to team empowerment (r= .86, p= .00) and team trust (r= .82, p= .00) in software development teams while team empowerment (r= .27, p=. 55) and team trust (r= .29, p= .55) are not related to job satisfaction in software development teams. There is a slight positive relationship between team job satisfaction and the team commitment (r= .18, p= .04).

Download Full-text

Transformational Leadership and Objective Performance in Banks

Applied Psychology ◽

10.1080/026999498377917 ◽

1998 ◽

Vol 47 (3) ◽

pp. 397-420 ◽

Cited By ~ 64

Author(s):

Alois L.J. Geyer ◽

Johannes M. Steyrer

Keyword(s):

Transformational Leadership ◽

Objective Performance

Download Full-text

Do Work Characteristics Mediate the Negative Effect of Transformational Leadership on Impaired Well-Being?

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000249 ◽

2017 ◽

Vol 61 (4) ◽

pp. 167-180 ◽

Cited By ~ 6

Author(s):

Sylvie Vincent-Höper ◽

Sabine Gregersen ◽

Albert Nienhaus

Keyword(s):

Transformational Leadership ◽

Focal Point ◽

Leadership Behavior ◽

Workplace Health Promotion ◽

Well Being ◽

Mediating Effect ◽

Equation Modeling ◽

Related Factor ◽

Work Characteristics ◽

Role Clarity

Abstract: In recent years, transformational leadership as a health-related factor has become a focal point of interest in research and practice. However, the pathways and mechanisms underlying this association are not yet well understood. In order to gain knowledge on how or why transformational leadership and employee well-being are associated, we investigated the mediating effect of the work characteristics role clarity and predictability. The study was carried out on 618 employees working in the health-care sector in Germany. We tested the mediator effect using structural equation modeling. The results indicate that role clarity and predictability fully mediate the relation between transformational leadership and negative indicators of well-being. These results give credit to the notion that work characteristics play an important role in identifying health-relevant aspects of leadership behavior. Our findings advance the understanding of how to enhance employee well-being and have implications for the design of leadership-related interventions of workplace health promotion.

Download Full-text

Psychological Contract Fulfillment and Employee Responses to Pay System Change

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000186 ◽

2017 ◽

Vol 16 (4) ◽

pp. 172-185 ◽

Cited By ~ 3

Author(s):

Christine J. Syrek ◽

Conny H. Antoni

Keyword(s):

Transformational Leadership ◽

Psychological Contract ◽

Pay For Performance ◽

Psychological Contracts ◽

Change Processes ◽

Affective Organizational Commitment ◽

Before And After ◽

Psychological Contract Fulfillment ◽

Pay System ◽

Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

Download Full-text