Transformational Leadership and Objective Performance in Banks

Ninety-six participants with normal hearing and 63 with severe-to-profound hearing impairment viewed 100 CID Sentences (Davis & Silverman, 1970) and 100 B-E Sentences (Bernstein & Eberhardt, 1986b). Objective measures included words correct, phonemes correct, and visual-phonetic distance between the stimulus and response. Subjective ratings were made on a 7-point confidence scale. Magnitude of validity coefficients ranged from .34 to .76 across materials, measures, and groups. Participants with hearing impairment had higher levels of objective performance, higher subjective ratings, and higher validity coefficients, although there were large individual differences. Regression analyses revealed that subjective ratings are predictable from stimulus length, response length, and objective performance. The ability of speechreaders to make valid performance evaluations was interpreted in terms of contemporary word recognition models.

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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.

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Less Power, Greater Conflict

Social Psychology ◽

10.1027/1864-9335/a000327 ◽

2018 ◽

Vol 49 (1) ◽

pp. 47-62 ◽

Cited By ~ 1

Author(s):

Petra C. Schmid

Keyword(s):

Low Power ◽

High Power ◽

Goal Pursuit ◽

Goal Conflict ◽

Personal Goals ◽

Multiple Goals ◽

Objective Performance ◽

The Future ◽

The Way

Abstract. Power facilitates goal pursuit, but how does power affect the way people respond to conflict between their multiple goals? Our results showed that higher trait power was associated with reduced experience of conflict in scenarios describing multiple goals (Study 1) and between personal goals (Study 2). Moreover, manipulated low power increased individuals’ experience of goal conflict relative to high power and a control condition (Studies 3 and 4), with the consequence that they planned to invest less into the pursuit of their goals in the future. With its focus on multiple goals and individuals’ experiences during goal pursuit rather than objective performance, the present research uses new angles to examine power effects on goal pursuit.

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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.

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