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Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research:
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In this paper, a meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings.Abstract:
Although transformational leadership has been studied extensively, the magnitude of the relationship between transformational leadership and follower performance across criterion types and levels of analysis remains unclear. Based on 117 independent samples over 113 primary studies, the current meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings. In addition, transformational leadership was positively related to performance at the team and organization levels. Moreover, both meta-analytic regression and relative importance analyses consistently showed that transformational leadership had an augmentation effect over transactional leadership (contingent reward) in predicting individual-level contextual performance and team-level performance. Contrary to our expectation, however, no augmentation effect of t...read more
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Relationships between transformational and active transactional leadership and followers’ organizational identification: The role of psychological empowerment.
TL;DR: In this paper, the authors examined the underlying processes through which transformational and active transactional leadership affects followers' organizational identification in a survey study and provided additional support for transformational leadership theory by demonstrating a motivational mechanism through which followers identify with their organizations.
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Daily job demands and employee work engagement: The role of daily transformational leadership behavior.
TL;DR: Findings show that the function of transformational leadership behavior changes from day to day, and depends on the type of job demand.
Journal ArticleDOI
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead
TL;DR: In this paper, the authors focus on reviewing recent research in positive psychology as it relates to the workplace including research regarding constructs such as resilience, appreciative inquiry, empowerment, gratitude, psychological capital, work engagement, supervisor and organizational support, positive teamwork and co-worker relations, and positive leadership.
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Employees' Social Context and Change- Oriented Citizenship: A Meta-Analysis of Leader, Coworker, and Organizational Influences
TL;DR: In this article, Meta-analytic tests based on 131 independent samples and 38,409 employees confirmed positive relationships beacons positive relationships between employees and their social context and found that change-oriented citizenship depends on support received from employees' social context.
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Leader emotional intelligence and subordinate job satisfaction:a meta-analysis of main, mediator, and moderator effects
TL;DR: Based on a meta-analysis, this paper found that leaders' emotional intelligence positively relates to subordinates' job satisfaction and mediates the relationship between leaders' EI and subordinates' satisfaction.
References
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Journal ArticleDOI
Meta-Analysis: A Constantly Evolving Research Integration Tool
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Work and motivation
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Leadership and performance beyond expectations
TL;DR: In this paper, the authors review the book "Leadership and performance beyond expectation" by Bernard M. Bass, and present a review of the book and the book's methodology.
Journal ArticleDOI
The big five personality dimensions and job performance: a meta-analysis
TL;DR: In this article, the authors investigated the relation of the Big Five personality dimensions (extraversion, emotional stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled).