Transformational leadership and positive work outcomes

2018 ◽  
Vol 21 (4) ◽  
pp. 315-327 ◽  
Author(s):  
Ankur Nandedkar ◽  
Roger S. Brown
Keyword(s):  
Transformational Leadership ◽  
Distributive Justice ◽  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Theory And Practice ◽  
Work Outcomes ◽  
Content Type ◽  
Positive Work ◽  
And Task

Purpose A significant amount of research has examined the relationship between transformational leadership and positive follower outcomes such as organizational citizenship behavior (OCB) and task performance. Building on the social exchange theory and referent cognitions theory, this paper explores the propositions that transformational leadership, OCB and task performance relationship are mediated by leader member exchange (LMX) and distributive justice. The purpose of this paper is to explore the underlying mechanism that has a potential to influence the transformational leadership and follower outcomes relationship. The authors also discuss the implications for management theory and practice. Design/methodology/approach The primary goal of the research is theory building, so the paper is using a conceptual research design. Findings The authors find the assumption that the supervisors evaluate the performance of their employees and the performance evaluation has a strong influence on the allocation of rewards to be reasonable. Despite being reasonable, in some circumstances, the rewards allocation maybe dictated by upper management or the HR department; thus, the authors will need to gather a few more details in the survey to address this limitation. Originality/value This study presents a research model which emphasizes on the role of LMX and distributive justice in the linkage of transformational leadership and positive work outcomes. More specifically, the authors argue that follower outcomes such as OCB and task performance are a result of not only the high-quality LMX between transformational leaders and followers but also the distributive justice perceptions of followers.

The influencing outcomes of job engagement: an interpretation from the social exchange theory

2018 ◽  
Vol 67 (5) ◽  
pp. 873-889 ◽  
Author(s):  
Nan Yin
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Content Type ◽  
The Social

Purpose Job engagement is a positive, fulfilling, work-related state of an individual, the perfect link between individual characteristics, job factors and job performance and the important path of an organization creating competitive advantages. Based on the viewpoint of the social exchange theory, the study assumes that employees will generate different influencing outcomes, which are, in order, task performance, organizational citizenship behavior, job burnout and counter-productive work behavior (CWB), according to the degree to which they psychologically expect that job engagement could receive organizational rewards, and discusses the relationships between job engagement and task performance, organizational citizenship behavior and other variables. The paper aims to discuss these issues. Design/methodology/approach Data were collected from the employees working as the salesmen from 48 computer and computer parts sales companies. The questionnaires of the study were the paired questionnaires. In total, 150 supervisor questionnaires and 633 employee questionnaires have been distributed. Under every sales head, there were some employees. In total, 501 valid paired questionnaires were collected. AMOS 23.0 was employed to process the data in the structural equation modeling and the causal relationships among all the factors were explored. Findings The results revealed that employee job engagement had positive influence on task performance and organizational citizenship behavior and had negative influence on job burnout and counter-productive work behavior; among all the moderating variables, organizational justice just significantly and negatively moderates job engagement and CWB. Originality/value Job engagement is an actively and fully absorbing state of an individual in the work, the perfect link among individual characteristics, job factors and job engagement and the important path of an organization creating competitive advantages. Most of the past studies have explored the positive effects of job engagement. This study tries to explore the positive and negative effects of employee’s job engagement based on the social exchange theory.

The development of k-worker's task performance: an empirical research based on the Chinese context

2021 ◽  
Vol 34 (7) ◽  
pp. 1300-1315
Author(s):  
Xiaoli Che ◽  
A. Fakhrorazi ◽  
Wei-Kit Loke ◽  
Swarmilah Hariani ◽  
Qinyuan Chen
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Partial Least Square ◽  
Mediation Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
And Task

PurposeThis study examines the effect of knowledge workers' (k-workers') leader-member exchange (LMX) on task performance and the mediation effect of affective commitment and organizational citizenship behavior (OCB) in China.Design/methodology/approachIn this study, 384 qualified questionnaires will be collected from k-workers in China by using a self-administered survey, and the partial least square structural equation modeling (PLS-SEM) technique was employed for data analysis.FindingsThis finding showed that LMX has positive relationship on affective commitment, organizational citizenship behavior and task performance. The result also confirmed the mediation effect of organizational citizenship behavior on the relationship between LMX and task performance.Originality/valueThis research provide some implement to manage, motivate and inspire the k-workers and finally promote the organizational performance.

scholarly journals Contextual and Task Performance: Do Demographic and Organizational variables matter?

2019 ◽  
Vol 13 (2) ◽  
pp. 30-42 ◽  
Author(s):  
Namrita Kalia ◽  
Bhawana Bhardwaj
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Research Work ◽  
Hotel Industry ◽  
Theory And Practice ◽  
Future Research ◽  
Content Type ◽  
Organizational Variables ◽  
Hotel Employees ◽  
And Task

Purpose Improving employee’s performance has always remained an area of concern in the hospitality industry where employees’ performance is related to customers’ satisfaction. The inadequacy of research work on demographics and organization variables’ influence on contextual and task performance has led to present research. Thus, the purpose of this study is to identify role of demographic and organizational variables in affecting contextual and task performance of hotel employees. Design/methodology/approach Data was collected from a sample of 350 hotel employees. The research is based on primary data and a structured questionnaire. Findings Task performance of employees increases with the age but contextual performance improves up to 40-50 years and then remains constant. Low salaries and job insecurity affected the performance of employees. A change of designation alone, without a corresponding increase in pay, did not enhance the performance of the employees. The type and size of the organization significantly affect job performance. Research limitations/implications The study is a contribution to the theory and practice of employee management and improving employee’s performance. Factors affecting contextual and task performance have been identified. Future research can be conducted based on this study. Practical implications The study has highlighted the significant effect of demographic variables, organizational variables on contextual and task performance of hotel employees. The hotel industry plays an important role in economic development of a country. The study is practically helpful for hotel industry to understand what demographical and organizational variables can be considered to enhance employee’s performance. Originality/value Previous literature has lacked in identifying factors, which can affect the contextual and task performance of hotel employees. The paper is contributing to the existing body of knowledge related to employees’ performance. The managers of hotel industry can use outcome of this research to improve job performance of the employees. Findings open new avenues for future research.

Employee-level consequences of perceived internal and external CSR: decoding the moderation and mediation paths

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Priyanka Aggarwal ◽  
Reetesh K. Singh
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Meaningful Work ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Content Type ◽  
Work Meaningfulness ◽  
Analytic Review

Purpose This paper aims to examine whether and how internal and external typologies of corporate social responsibility (CSR) and employees’ CSR participation (CSRP) differentially impact organizational citizenship behavior (OCB) and turnover intentions (TI), mediated by meaningful work (MW) and affective commitment (AC) and moderated by CSR motive attributions. Design/methodology/approach Bootstrapped structural equation modeling using AMOS and mediation and moderation analysis using Hayes’ Process macro in SPSS are performed on a sample of 193 employees from diverse industries in India. Findings The CSR-work outcomes relationship is rather multifaceted. Internal CSR (ICSR) and CSRP directly promote the meaningfulness of work and AC. Further, all three kinds of CSR (ICSR, external CSR (ECSR) and CSRP) influence work behaviors (OCB and TI) sequentially via MW and AC. Intrinsic (extrinsic) CSR attributions strengthen (weaken) the positive effect of ECSR on MW. Nevertheless, the conditional indirect effects could not be established, warranting further investigation. Practical implications The management must elevate employees’ CSR awareness allowing them to partake in the planning and execution of CSR programs that are authentic, righteous and seamlessly unified with core business activities to nurture work meaningfulness and positive employee attitudes and behaviors. Originality/value This is the foremost study that involves a bibliometric analysis of employee-based CSR research and a systematic meta-analytic review of the relationship between CSR and meaningfulness from employees’ perspectives. The present study is novel as it divulges an integrative framework about how employees’ CSR perceptions, participation/volunteering and attributions collectively influence the work outcomes at three levels (namely, cognitive, attitudinal and behavioral), drawing on sensemaking, needs and justice-based views, social identity, social exchange and attribution theories. Thus, new nuances are added to extant micro-CSR literature.

Employees’ psychological empowerment and performance: how customer feedback substitutes for leadership

2018 ◽  
Vol 32 (7) ◽  
pp. 868-879 ◽  
Author(s):  
Sylvie Guerrero ◽  
Denis Chênevert ◽  
Christian Vandenberghe ◽  
Michel Tremblay ◽  
Ahmed Khalil Ben Ayed
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Positive Feedback ◽  
Psychological Empowerment ◽  
Positive Impact ◽  
Frontline Employees ◽  
Content Type ◽  
Customer Feedback ◽  
Substitutes For Leadership ◽  
And Task

Purpose Relying on the theories of substitutes for leadership and psychological empowerment, this study aims to explore how perceptions of customer positive feedback can substitute for managers’ transformational leadership in driving frontline employees’ psychological empowerment and, in turn, task performance. Design/methodology/approach The authors tested the research hypotheses with frontline employees working in 17 equipment rental stores. Employees completed a questionnaire about customer positive feedback, transformational leadership and psychological empowerment, and supervisors completed a separate questionnaire about employees’ task performance. A total of 178 employee-supervisor dyads formed the final sample of the study. Findings The results provided support for our hypotheses. Psychological empowerment fully mediated the relationship between transformational leadership and task performance. Moreover, customer positive feedback moderated the indirect relationship between transformational leadership and task performance such that it was significant and positive only when customer feedback was low. Originality/value This paper contributes to the service marketing literature by showing that customer positive feedback can substitute for managers’ leadership in helping frontline employees feeling more in control of their work and psychologically empowered. Another useful contribution for practitioners is that customers may have a positive impact on frontline employees’ motivation state, which past research has little explored.

How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy

2020 ◽  
pp. 154805182097963
Author(s):  
Jeewon Cho ◽  
Pauline Schilpzand ◽  
Lei Huang ◽  
Ted Paterson
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Leadership Behavior ◽  
Theory And Practice ◽  
Citizenship Behavior ◽  
Job Autonomy ◽  
Study Results ◽  
Humble Leadership

This study extends our understanding of humble leadership as an important trust-engendering leadership style that influences employee behaviors. Drawing on social exchange theory, we articulate how humble leaders’ employee-centric behaviors signal trust and facilitate a social exchange relationship between leaders and followers. Specifically, we posit that a leader’s humble leadership behaviors are positively related to employees’ task performance and organizational citizenship behavior via feelings of being trusted by one’s supervisor. We also predict that the interaction between humble leadership and employee job autonomy will influence employees’ appraisal of feeling trusted. We tested our moderated-mediation model using experimental vignette data and three-wave survey data collected from 233 employees and their supervisors working at a large Chinese internet company. Study results support our hypotheses that humble leadership, and its interaction with employee job autonomy, contribute to feeling trusted by their supervisor. Furthermore, we found that humble leadership behavior, via enhanced perceptions of feeling trusted, predicted supervisor-rated employee task performance and organizational citizenship behavior toward the organization. The implications for theory and practice are discussed.

How does individuals’ exchange orientation moderate the relationship between transformational leadership and knowledge sharing?

2017 ◽  
Vol 21 (6) ◽  
pp. 1622-1639 ◽  
Author(s):  
Yuting Xiao ◽  
Xi Zhang ◽  
Patricia Ordóñez de Pablos
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Task Performance ◽  
Social Exchange ◽  
Structural Equation ◽  
Organizational Knowledge ◽  
Complex Relationship ◽  
Content Type ◽  
Exchange Ideology ◽  
The Relationship

Purpose This study aims to explore the complex relationship between leadership and organizational knowledge sharing by investigating the moderating role of exchange ideology on the relation between transformational leadership in attributed charisma and knowledge sharing and the influence of attributed charisma and knowledge sharing on task performance. The influence of leadership in organizational knowledge sharing process has been gradually highlighted. Design/methodology/approach Based on the review of relevant literature and survey, a structural equation model considering four factors in the model together is now constructed and provides four hypotheses which can be verified. Self-completed questionnaires were collected from 163 students in the context of a graduate class in China. Findings The findings illustrate the relationship between leadership theory and knowledge sharing from a perspective of social exchange theory. In particular, results show that both transformational leadership and knowledge sharing have positive impacts to task performance and for individuals with low exchange ideology the positive influence from attributed charisma to knowledge sharing is stronger. Originality/value This research introduces exchange ideology as a moderator and explains the complex relationship between transformational leadership and knowledge sharing with sufficient proof. Transformational leadership in attributed charisma is more effective to those individuals with low exchange ideology in facilitating their knowledge effort. This paper can be theoretically and practically helpful to researchers and enterprise leaders in organizational knowledge management.

The mediating effect of psychological empowerment on leadership styles and task performance of academic staff

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sylvia Nabila Azwa Ambad ◽  
Khairiah Mazdiah Kalimin ◽  
Dayang Haryani Diana Ag Damit ◽  
Jasmine Vivienne Andrew
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Task Performance ◽  
Transactional Leadership ◽  
Predictive Accuracy ◽  
Psychological Empowerment ◽  
Academic Staff ◽  
Mediating Effect ◽  
Content Type ◽  
And Task

PurposeThe purpose of this research is to identify the effect of transformational leadership and transactional leadership on task performance, as well as the mediating role of psychological empowerment.Design/methodology/approachA questionnaire survey was sent to 177 academic staff in a Public University in Malaysia. The data were analysed using SmartPLS 3.2.9.FindingsThe results show that only psychological empowerment is positively associated with task performance. Unexpectedly, transformational leadership and transactional leadership have no direct effect on task performance. However, there is an indirect positive relationship between leadership styles and task performance, whereby this relationship is mediated by psychological empowerment. Furthermore, both leadership styles positively influenced psychological empowerment.Research limitations/implicationsThis study was conducted among academicians from Public Universities in Malaysia using two types of leadership styles. Therefore, it is recommended for future study to include academician from private universities and also to consider more leadership styles dimensions. The finding of this study shows that R2 was 35.3% for psychological empowerment; according to Cohen (1988), this percentage indicates substantial predictive accuracy in explaining psychological empowerment. Nevertheless, it would be interesting to explore other factors.Practical implicationsEmpowered employees were highly responsible, put extra work effort and creative in doing their jobs, which tends to increase their performance at work. It is also found that psychological empowerment has the highest and largest effect, contributing to task performance (f2 = 0.389).Originality/valueThe inconsistencies of the previous studies' results provide evidence and opportunities for this study to review by including the mediating variable of leadership styles and task performance relationship.

The influence of transformational leadership on workplace relationships and job performance

2009 ◽  
Vol 37 (8) ◽  
pp. 1129-1142 ◽  
Author(s):  
Chung-Kai Li ◽  
Chia-Hung Hung
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Citizenship Behavior ◽  
Future Research ◽  
Positive Effects ◽  
Coworker Relationships

Social-identity and social-exchange theory are employed to examine the role of leader-member relationships (LMX) and coworker relationships (CWR) in explaining the relationship between transformational leadership and task performance/organizational citizenship behavior. These relationships remain unclear in the current organizational literature. Survey data were collected from 1,040 teachers in 52 elementary schools in Taiwan. Results indicate that all 4 dimensions of transformational leadership have positive effects on LMX, whereas only individualized consideration and inspirational motivation positively affect CWR. It was also found that LMX is a more efficacious predictor of task performance than is CWR, whereas CWR, rather than LMX, is the better predictor of organizational citizenship behavior. Implications and directions for future research are discussed.

Bolstering innovative work behaviours through leadership, affective commitment and organisational justice: a three-way interaction analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Phomane Khaola ◽  
Douglas Musiiwa
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Affective Commitment ◽  
Interaction Analysis ◽  
Theory And Practice ◽  
Content Type ◽  
Organisational Justice ◽  
Innovative Work ◽  
Advance Theory ◽  
The Impact

Purpose The effects of transformational leadership, affective commitment and organisational justice on innovative work behaviours (IWBs) have been widely published in extant literature. Yet, despite extensive scholarly publications in these areas, little is known about the joint effects of these factors on IWBs. The purpose of this study is to examine if the effects of transformational leadership on IWBs are moderated by affective commitment and organisational justice. Design/methodology/approach Based on data collected from 263 respondents, this paper uses social exchange, job demands-resources, information processing and broaden-and-build theories to explore these relationships. This study further deploys Hayes’s (2013) PROCESS Macro to analyse data. Findings Of the three independent variables in this study, the results suggest that only transformational leadership has the main effects on IWB. More importantly, the results further suggest that transformational leadership has the largest impact on IWB when both affective commitment and organisational justice are high rather than low. The impact of transformational leadership is also significant when affective commitment is high and organisational justice is low. Practical implications This paper submits that organisations can boost IWBs through engendering employee affective commitment and concomitantly assisting supervisors to acquire transformational leadership and fairness skills. Originality/value To our knowledge, this is the first study to analyse the effects on IWBs, of a three-way interaction between transformational leadership, affective commitment and organisational justice; with substantial potential to advance theory and practice in leadership and innovation sciences.

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