This study examines the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process. Measures of six transformational leader behaviors (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, and Intellectual Stimulation), one transactional leader behavior (Contingent Reward Behavior), employees' trust in their leader, and satisfaction were obtained from 988 exempt employees of a large petrochemical company. Matching evaluations of five citizenship behaviors of these employees (Altruism, Conscientiousness, Courtesy, Civic Virtue, and Sportsmanship) were obtained from their supervisors. In order to determine whether transformational behaviors augment the impact of transactional behaviors, their effects on followers' trust, satisfaction, and citizenship behaviors were examined in the context of the effect of transactional leader behaviors on these same variables. The results indicate that the effects of the transformational leader behaviors on citizenship behaviors are indirect, rather than direct, in that they are mediated by followers' trust in their leaders. Moreover, these results were found not to be wholly attributable to the effects of common method biases. The implications of these findings for future research on transformational leader behaviors, trust, and organizational citizenship behavior are then discussed.

Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors

Despite increasing attention on the topic of empowerment, our under-standing of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures. In addition, the authors identify certain antecedent conditions of powerlessness and practices that have been hypothesized to empower subordinates.

https://www.jstor.org/stable/pdf/258093.pdf

The Empowerment Process: Integrating Theory and Practice

Recently, Judge, Locke, and Durham (1997) proposed a higher order construct they termed core self-evaluations or, more simply, positive self-concept. According to Judge et al. (1997), this construct is a broad dispositional trait that is indicated by four more specific traits—self-esteem, generalized self-efficacy, locus of control, and emotional stability (low neuroticism). The core selfevaluations construct was originally proposed as a potential explanatory variable in the dispositional source of job satisfaction. Subsequently, Judge and colleagues also have argued that the construct should be related to work motivation and, ultimately, to job performance (Judge, Erez, & Bono, 1998). Investigations of a link between core self-evaluations and job performance, however, are lacking. Despite a lack of studies linking the core self-evaluations factor to job satisfaction and, especially, to job performance, three of the core traits (self-esteem, locus of control, and emotional stability) appear to be the most widely studied personality traits in personality and applied psychology.1 Yet, with the exception of emotional stability and job performance, we have found no metaanalyses of the relationship between any of these traits with either job satisfaction or job performance.2 Thus, the purpose of the present study is to provide a quantitative review of the literature that examines the relationship of the four core self-evaluation traits with job satisfaction and job performance. This study determines whether general relationships exist and, if so, what the magnitudes of these relationships are. In the next section, we provide a brief review of the four traits and discuss the possible relationship of these traits with both job satisfaction and job performance.

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Relationship of core self-evaluations traits--self-esteem, generalized self-efficacy, locus of control, and emotional stability--with job satisfaction and job performance: a meta-analysis.

Two studies report a positive relationship of employees' perception of being valued and cared about by the organization with (a) conscientiousness in carrying out conventional job responsibilities, expressed affective and calculative involvements in the organization, and (e) innovation on behalf of the organization in the absence of anticipated direct reward or personal recognition. In Study 1, involving six occupations, positive relationships of perceived support with job attendance and perforrnance were found. In Study 2, using manufacturing hourly employees and managers, perceived support was positively related to affective attachment, performance outcome expectancies, and the constructiveness of anonymous suggestions for helping the organization. These results favor the extension and integration of emotion-based and caleulative theories of organizational commitment into a social-exchange approach. The concept of organizational commitment has attracted considerable interest as an attempt to understand the intensity and stability of employee dedication to work organizations. Two major views of employee dedication focus on affective attachment and calculative involvement, respectively, which are usually considered to be conceptually and empirically distinct (McGee & Ford, 1987; Meyer, Paunonen, Gellatly, Gotiin, & Jackson, 1989; Morrow, 1983; Penley & Gould, 1988; Reichers,

/pdf/perceived-organizational-support-and-employee-diligence-1z30lt5smn.pdf

Perceived Organizational Support and Employee Diligence, Commitment, and Innovation

A comprehensive model of the work-family interface was developed and tested. The proposed model extended prior research by explicitly distinguishing between work interfering with family and family interfering with work. This distinction allowed testing of hypotheses concerning the unique antecedents and outcomes of both forms of work-family conflict and a reciprocal relationship between them. The influence of gender, race, and job type on the generalizability of the model was also examined. Data were obtained through household interviews with a random sample of 631 individuals. The model was tested with structural equation modeling techniques. Results were strongly supportive. In addition, although the model was invariant across gender and race, there were differences across blue- and white-collar workers. Implications for future research on the work-family interface are discussed.

Antecedents and outcomes of work-family conflict: testing a model of the work-family interface.

Perceptual methods of measuring six job characteristic dimensions were developed and validated. A perceptual instrument, called the Job Characteristic Inventory (JCI), demonstrated construct validi...

The Measurement of Job Characteristics

A study of interrelationships among role variables, locus of control, and subordinate satisfaction and performance revealed that: (a) internals perceived less role conflict, were neither more satis...

Role Dynamics, Locus of Control, and Employee Attitudes and Behavior

Leader reward behavior and subordinate satisfaction and performance.

Job characteristic relationships: individual and structural moderators.

This research investigated the environmental antecedents of expectancy I and expectancy II Expectancy II was found to be strongly related to supervisory variables and, to a lesser extent, to organ

Andrew D. Szilagyi

Papers

The Measurement of Job Characteristics

Role Dynamics, Locus of Control, and Employee Attitudes and Behavior

Leader reward behavior and subordinate satisfaction and performance.

Job characteristic relationships: individual and structural moderators.

Antecedents of Work Related Expectancies