Behavioral mechanism and boundary conditions of transformational process

2015 ◽  
Vol 30 (8) ◽  
pp. 970-985 ◽  
Author(s):  
Su-Ying Pan ◽  
Katrina Jia Lin
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Self Efficacy ◽  
Interactive Effect ◽  
Mediation Process ◽  
Transformational Leaders ◽  
Feedback Seeking ◽  
Content Type ◽  
Behavioral Mechanism ◽  
Seeking Behavior

Purpose – The purpose of this paper is to examine a behavioral mechanism linking transformational leadership (TFL) and subordinates’ task performance and its boundary conditions. The authors examined the mediation role of subordinates’ feedback-seeking behavior and the interactive effect of self-efficacy and dyadic tenure on the transformational leadership-task performance link. Design/methodology/approach – Paper and pencil surveys were administered to 239 supervisor-subordinate dyads from different industries in Taiwan. Confirmatory factor analysis was conducted to test the discriminant validity of the main variables. Hierarchical linear regression and bootstrapping were used to examine the moderated mediation effect. Findings – First, subordinates’ feedback-seeking behavior mediates the relationship between TFL and subordinates’ task performance. Second, self-efficacy mitigates this mediation process when dyadic tenure is low, whereas self-efficacy enhances this mediation process when dyadic tenure is high. Research limitations/implications – The use of a cross-sectional design prevents us from drawing causal conclusions. Practical implications – This study suggests that for high-self-efficacy subordinates, organizations should try to shorten the period required to familiarize oneself with transformational leaders. In contrast, for low-self-efficacy subordinates, organizations should try to enhance their self-efficacy over time to ensure that they are capable of implementing transformational leaders’ expectations in the long run. Originality/value – This empirical study examines a behavioral mechanism in the TFL-task performance link. In addition, by addressing the interactive effect of TFL, self-efficacy and dyadic tenure, it resolves theoretical conflicts and enables us to better understand the effectiveness of TFL in different contexts. A Chinese sample is also unique and valuable.

Effects of feedback motives on inquiry and performance

2015 ◽  
Vol 30 (2) ◽  
pp. 199-215 ◽  
Author(s):  
Jason Dahling ◽  
Alison L O'Malley ◽  
Samantha L Chau
Keyword(s):  
Image Enhancement ◽  
Task Performance ◽  
Public Image ◽  
Performance Ratings ◽  
Future Research ◽  
Feedback Seeking ◽  
Feedback Environment ◽  
Content Type ◽  
Seeking Behavior ◽  
And Performance

Purpose – The purpose of this paper is to examine how two motives for feedback-seeking behavior, the instrumental and image enhancement motives, impact the feedback-seeking process and supervisor ratings of task performance. Design/methodology/approach – Correlational data were collected from supervisor-subordinate dyads and analysed with path analysis. Findings – Results show that perceptions of a supportive supervisory feedback environment are associated with both higher instrumental and image enhancement motives. The instrumental motive fully mediates the relationship between the feedback environment and feedback-seeking behavior. However, the positive effect of feedback-seeking behavior on task performance ratings made by supervisors is only significant when the image enhancement motive is low. Contrary to expectations, no direct or moderating effects were found for the instrumental motive on performance ratings. Practical implications – These results demonstrate that many instances of feedback-seeking behavior are motivated by a desire to enhance one’s public image, and that high image enhancers can earn strong performance ratings even with low feedback-seeking behavior. Overall, the findings highlight the critical importance of measuring employees’ motives in research on feedback and performance management. Originality/value – This is the first study to explicitly examine how motives mediate and moderate the relationships between feedback environment perceptions, feedback-seeking behavior, and performance in the workplace. The findings suggest that future research on feedback-seeking behavior should measure and model the effects of motives on feedback processes.

Unpacking the chain mediation process between transformational leadership and knowledge worker creative performance: evidence from China

2021 ◽  
Vol 15 (2) ◽  
pp. 483-498
Author(s):  
Kwame Ansong Wadei ◽  
Chen Lu ◽  
Weijun Wu
Keyword(s):  
Transformational Leadership ◽  
Perspective Taking ◽  
Knowledge Workers ◽  
Boundary Spanning ◽  
Equation Modeling ◽  
Mediation Process ◽  
Creative Performance ◽  
Content Type ◽  
Behavioral Mechanism ◽  
The Relationship

Purpose This paper aims to draw upon motivated information processing theory to examine the sequential mediating roles of perspective taking and boundary spanning between transformational leadership and the creative performance of knowledge workers. Design/methodology/approach The study was carried out on a sample, including a dyad of 398 knowledge workers and their immediate supervisors in four research institutes in southwest China. The authors tested the theoretical model using structural equation modeling (SEM) and Mplus 7.0 software. Findings The results support the mediation model in which perspective taking was found to significantly and positively mediate the relationship between transformational leadership and boundary spanning. Boundary spanning was found to significantly and positively mediate the relationship between perspective taking and creative performance. Moreover, both perspective taking and boundary spanning were found to mediate the relationship between transformational leadership and creative performance. Practical implications The study findings imply that the transformational leadership behaviors of managers or supervisors nurture knowledge workers' perspective taking and their boundary spanning activities leading to creative performance. Originality/value The findings contribute new knowledge to the relationship between transformational leadership and creative performance by uncovering the causal chain of a cognitive mechanism (perspective taking) with a behavioral mechanism (boundary spanning).

The relationship between transformational leadership, task performance and job characteristics

2014 ◽  
Vol 33 (4) ◽  
pp. 410-420 ◽  
Author(s):  
Eliane Bacha
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Leadership Style ◽  
Job Characteristics ◽  
Transformational Leaders ◽  
Content Type ◽  
Management Level ◽  
Service Sectors ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to study the relationship between transformational leadership, task performance and perceived measures of job characteristics in French firms. Design/methodology/approach – A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected. Findings – The results of the study show that there is a partial relationship between transformational leadership and follower task performance on one hand and, between transformational leadership and follower perceptions of core job characteristics on another hand. Research limitations/implications – The majority of the firms are big ones. Hence, we recommend that our findings be replicated across a sample of firms where small, medium and big ones are presented proportionally. Also, transformational leadership, job characteristics and task performance measures exhibited restrictions in that they depend on the perception of employees and leaders. Practical implications – This research showed that French leaders based in Northern France and in Paris and its suburbs cannot be considered as transformational leaders. Second, French firms need to take into account in the recruitment process the gender of the person especially for positions in the middle or top management level since the study revealed that the gender plays a role in the leadership style. Originality/value – In this study, we took also into account the gender of the leader when studying the relationship between transformational leadership, task performance and job characteristics.

The influence of transformational leadership on followers’ affective commitment

2015 ◽  
Vol 20 (6) ◽  
pp. 583-603 ◽  
Author(s):  
Florence Stinglhamber ◽  
Géraldine Marique ◽  
Gaëtane Caesens ◽  
Dorothée Hanin ◽  
Fabrice De Zanet
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Spillover Effect ◽  
Transformational Leaders ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Usman Khalid ◽  
Rabia Mushtaq ◽  
Abdul Zahid Khan ◽  
Faisal Mahmood
Keyword(s):  
Transformational Leadership ◽  
Job Characteristics ◽  
Job Embeddedness ◽  
Transformational Leaders ◽  
Content Type ◽  
Work Settings ◽  
Leadership Research ◽  
Relationship Of ◽  
The Impact

Purpose This paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this relationship is contingent upon the job characteristics. Design/methodology/approach Sample of 328 useable responses was available for analysis. Questionnaires were distributed to the employees who are working in different Pakistani organizations. Regression analysis was used to test for hypotheses. Findings The findings support that there is a significant impact of transformational leadership for shaping job embeddedness, and the results endorsed the role of job characteristics as a moderator in describing the relationship of transformational leadership and job embeddedness. Transformational leaders would motivate employees to work together in productive manners in challenging work settings. Originality/value This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between transformational leadership in creating organizational job embeddedness. Second, it highlights how job characteristics of highly challenging work settings may shape employees’ job embeddedness. Third, this paper offers a novel perspective in leadership research by incorporating high challenging work setting (i.e. job characteristics) as moderator. Managers may get new insight by opting for transformational leaders' attributes and concentrating on high challenging work settings for creating embeddedness in employees to prolong their stay with the job and firm.

Self-efficacy: A key mediator between transformational leadership and volunteers’ performance?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Personal Development ◽  
Voluntary Sector ◽  
Service Organizations ◽  
Voluntary Service ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between transformational leadership and volunteers' performance and the role of self-efficacy as a mediator in this relationship. Design/methodology/approach This is a study based on responses to a questionnaire completed by a sample of volunteers in a voluntary sector organization in Hong Kong. This was an application of intrinsic motivation theory. Findings 1. Transformational leadership is positively associated with volunteers' performance, both in-role and extra-role. 2. The positive relationships between transformational leadership and volunteers' performance, both in-role and extra-role, are mediated by self-efficacy. Research limitations/implications This research has originality in that it studies these relationships in a voluntary sector organization. It uses questionnaire responses for data and hence there is no direct observation or measurement of volunteer performance. Practical implications Voluntary service organizations need to focus on issues of intrinsic motivation and personal development for volunteers. Originality/value This study has originality in enhancing the understanding of mechanisms mediating the relationship between transformational leadership and volunteers' performance.

Linking transformational leadership with employees’ engagement in the creative process

2019 ◽  
Vol 42 (7) ◽  
pp. 837-858 ◽  
Author(s):  
Mohammad Tahlil Azim ◽  
Luo Fan ◽  
Md. Aftab Uddin ◽  
Munshi Muhammad Abdul Kader Jilani ◽  
Sumayya Begum
Keyword(s):  
Developing Countries ◽  
Transformational Leadership ◽  
Organizational Climate ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Creative Process ◽  
Self Efficacy ◽  
Content Type ◽  
Technology Firms ◽  
Information And Communication

Purpose Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how transformational leadership (TL) drives employee creative process engagement (CPE) by improving their creative self-efficacy (CSE). Design/methodology/approach Analysis has been performed based on 194 responses from information and communication technology firms using a cross-sectional survey design. The study follows a deductive research approach to test the hypotheses. It uses SmartPLS2 and IBM SPSS 21 for a structural equation model. Findings The investigation finds that TL significantly predicts CPE, and CSE partially mediates the TL–CPE relationship. The result demonstrates that TL shapes an organizational climate conducive to the employees’ CPE by building employees’ self-efficacy. Research limitations/implications The study sample was drawn from a single sector of the Bangladeshi economy. The sampling design represents a limitation, for which the findings cannot be broadly generalized. Replications and augmentations of the study in various industrial areas will help test the robustness and generalizability of the discoveries. Practical implications TL and CPE are desirable organizational outcomes across all cultures. From a practical standpoint, the outcomes demonstrate that TL is linked to CPE and CSE among information and communication technology employees. This study extends the appropriateness of CSE into Asian countries. Notably, it provides additional insight into a contemporary TL model that can unequivocally impact leadership development in the Bangladeshi information and communication technology firms. Managers or chief executive officers in the small and medium enterprises are expected to exhibit TL attributes by designing a supportive organizational climate that will motivate employees to exhibit creative activities. Social implications TL transforms employees’ psychological state to get them to engage in creative processes, benefiting the organizational stakeholders by their unconventional creative behavior. The TL-driven innovative outcome through employees’ CPE contributes to the development of social well-being. Originality/value This paper adds significance to the extant literature regarding the determinants of the mediating impact of CSE on TL and CPE from the viewpoints of information and communication technology firms, particularly from developing countries, such as Bangladesh. It also contributes to reconcile the findings of the previous studies around the globe in both developed and developing countries.

How does abusive supervision restrict employees’ feedback-seeking behavior?

2019 ◽  
Vol 34 (8) ◽  
pp. 546-559 ◽  
Author(s):  
Chuangang Shen ◽  
Jing Yang ◽  
Peixu He ◽  
Yenchun Jim Wu
Keyword(s):  
Detrimental Effect ◽  
Abusive Supervision ◽  
Hierarchical Regression ◽  
Feedback Seeking ◽  
Content Type ◽  
Abusive Behavior ◽  
Member Exchange ◽  
Seeking Behavior ◽  
Concept Theory ◽  
Practical Implications

Purpose The purpose of this paper is to explore the restrictive effect of abusive supervision on employees’ feedback-seeking behavior (FSB) through organizational-based self-esteem (OBSE) and the moderation of this mediation by leader-member exchange (LMX). Design/methodology/approach This study conducted hierarchical regression and path analysis to analyze the 312 manager–employee dyads data gathered from five companies in China. Findings The authors found that abusive supervision had a detrimental effect on employee FSB, partially through OBSE, and that both the direct and indirect effects were moderated by LMX. Practical implications Organizations should seek to inhibit supervisors’ abusive behavior in the workplace. Supervisors should not occasionally mistreat subordinates with whom they have a good relationship. Originality/value This study reveals the underlying influence mechanism of abusive supervision on employee FSB using the self-concept theory and suggests that OBSE is critical in determining how abusive supervision influences employee FSB. Furthermore, LMX quality (especially high LMX) moderates the above mediation.

How knowledge sharing leads to innovative work behaviour

2019 ◽  
Vol 21 (3) ◽  
pp. 277-303 ◽  
Author(s):  
Van Dong Phung ◽  
Igor Hawryszkiewycz ◽  
Daniel Chandran
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Structural Equation ◽  
Cognitive Theory ◽  
Academic Staff ◽  
Subjective Norms ◽  
Research Model ◽  
Personal Factors ◽  
Content Type

Purpose Studies have examined the influence of knowledge-sharing factors on attitudes and intentions to share knowledge; thus, there is a need to add to the limited research to examine individuals’ actual knowledge-sharing behaviour (KSB). Drawing upon the social cognitive theory (SCT) and transformational leadership, this study aims to develop a new research model which modifies the standard SCT model and augments it with other theories to examine academics’ KSBs. Design/methodology/approach Questionnaire surveys based on literature and pilot study were conducted with 785 academic staff from four Vietnamese public universities. This study applied structural equation modelling to test the proposed research model and hypotheses. Findings The findings show that environmental factors (subjective norms, trust) and personal factors (knowledge self-efficacy, enjoyment in helping others) had positive impacts on KSB; KSB had a strongly positive effect on innovative behaviour; and transformational leadership positively moderated the effects of subjective norms, trust and knowledge self-efficacy on KSB. Interestingly, psychological ownership of knowledge was found to have insignificant associations with KSB. Practical implications The study findings can be used by university leaders, academic staff and researchers in other similar contexts. Originality/value Until now, to the best of the researchers’ knowledge, no studies have applied SCT as a primary lens, in which transformational leadership positioned in a focal behaviour also affected KSB, to investigate research on KSB in organisations, especially in institutions of higher education.

Relationship between transformational leadership behaviors and manufacturing strategy

2014 ◽  
Vol 22 (2) ◽  
pp. 205-223 ◽  
Author(s):  
M. Birasnav
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Transformational Leaders ◽  
Manufacturing Strategy ◽  
Manufacturing Environment ◽  
Content Type ◽  
Cost Strategy ◽  
Research Studies

Purpose – It is widely agreed that top management's leadership behavior is a source for achieving and sustaining competitive advantage. Very few research studies analyzed the prevalence of transformational leadership style in the manufacturing environment, and importantly, the associations between transformational behaviors and manufacturing strategies in connection with flexibility, quality, delivery, and cost are not yet deeply explored in the literature. In this direction, efforts are initiated to explain the relationships between transformational leadership behaviors and manufacturing strategies in this study. The paper aims to discuss these issues. Design/methodology/approach – A systematic literature review was conducted by analyzing all traditional and contemporary research studies in the fields of leadership and operations management in order to examine the link between transformational leadership and manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Findings – It was found from the review that top-level leaders exhibit transformational leadership behaviors while implementing manufacturing strategies in their firms. In particular, transformational leaders are capable to transform the production system into flexible system, and in addition, they develop new production processes for manufacturing both new and old products. Such leaders ensure quality in all the levels of production process and support to speed up order delivery process with the help of technology. Finally, they also concentrate on reducing cost growth. Research limitations/implications – This study is bounded by its focus on Bass and Avolio's transformational leadership behaviors and Ward and Duray's manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Originality/value – This study shows that transformational leaders, in the manufacturing environment, use manufacturing strategy as a tool to improve operational performance. Thus, they have potential to achieve and sustain competitive advantage through formulation of manufacturing strategy.

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