Topic
Transformational leadership
About: Transformational leadership is a research topic. Over the lifetime, 18939 publications have been published within this topic receiving 600379 citations.
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TL;DR: This article proposed and tested a moderated mediation model that jointly examines affect-based and cognition-based trust as mediators and prosocial motivation as the moderator in relationships between transformational leadership and followers' helping behavior towards coworkers.
Abstract: Summary
We proposed and tested a moderated mediation model that jointly examines affect-based and cognition-based trust as the mediators and prosocial motivation as the moderator in relationships between transformational leadership and followers’ helping behavior towards coworkers. Data were collected from 348 sales and servicing employees and their supervisors in four private retail companies and five private manufacturing companies located in Southeast China. The results showed that both affect-based trust and cognition-based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers. Furthermore, moderated mediation analyses showed that affect-based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers only among employees with high prosocial motivation, whereas cognition-based trust mediated this relationship among only those with low prosocial motivation. Implications for the theory and practice of leadership are then discussed. Copyright © 2013 John Wiley & Sons, Ltd.
159 citations
TL;DR: This paper found that narcissism is positively related to vision boldness but negatively related to socialized vision, and that both aspects of vision are positively associated with attributions of leader charisma.
Abstract: This study seeks to answer questions that have been raised regarding the precise nature of the relationship between narcissism and charismatic leadership. Specifically, we test a model that portrays the roles of socialized vision and visionary boldness as mediators in the relationship between narcissism and attributions of leader charisma. Our findings suggest that narcissism is positively related to vision boldness but negatively related to socialized vision. In turn, both aspects of vision are positively associated with attributions of leader charisma. These results add clarity to the literature regarding the personal basis of charismatic leadership by providing insight into how aspects of visionary communication may mediate the indirect relationship between narcissism and attributions of charismatic leadership.
159 citations
TL;DR: This article provided a cross-cultural comparison of the mediating effects of trust in the leader on the relationship between the in-role performance of followers (as rated by their leaders) and two types of leadership: transactional and transformational.
Abstract: This study provides a cross-cultural comparison of the mediating effects of trust in the leader on the relationship between the in-role performance of followers (as rated by their leaders) and two types of leadership: transactional and transformational. Participants were 119 full-time Australian followers and 122 full-time Chinese followers. Australian followers reported higher levels of trust in their leaders than did Chinese followers. Culture moderated the mediation effects of trust on the leadership-performance relationship. The findings highlight the need to consider the cultural context within which leadership occurs when attempting to understand mediated relationships with performance outcomes.
159 citations
TL;DR: In this article, object relations theory is used to identify the weaknesses of previous models of leadership and propose a new model of authentic leadership, which is increasingly influential, with its promise to eliminate, and thus surpass, the weaknesses.
Abstract: ‘Authentic leadership’ is increasingly influential, with its promise to eliminate, and thus surpass, the weaknesses of previous models of leadership. This article uses object relations theory to ar...
159 citations
TL;DR: In this article, the authors examined the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic and organic organizational contexts, and found that the mediating role of psychological empowerment was conditional upon mechanistic-organic contexts.
Abstract: Summary
The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job-related behaviors. In addition, the relationships between transformational leadership, employee psychological empowerment, and job-related behaviors are hypothesized to be stronger in organizations with more organic as opposed to mechanistic structures. Results based on a cross-organizational sample of employees and their immediate supervisors provide support for the hypothesized relationships. Psychological empowerment mediated relationships between transformational leadership and employee task performance and organizational citizenship behaviors. The mediating role of psychological empowerment was then found to be conditional upon mechanistic–organic contexts. More specifically, organic structures enhanced, whereas mechanistic structures constrained, the empowering influence of transformational leaders. In highly mechanistic contexts, the indirect effects were no longer statistically significant. Implications for theory, research, and organizational management are discussed. Copyright © 2013 John Wiley & Sons, Ltd.
158 citations