Viewing work as a calling has been considered to be beneficial to individuals and organizations. However, research to date has largely focused on the effects of individuals’ own callings on themselves, leaving the effects of one’s calling on others unexplored. Based on research that demonstrates prevalent effects of callings and leader’s influences on followers at work, we assumed that leader calling might have positive effects on followers’ outcomes. Specifically, we hypothesized that the extent to which leaders view their work as a calling have positive influences on followers’ team commitment, leader-rated voice behavior, and job performance. We also examined a mediating effect of transformational leadership on the relations between leader’s calling and the three follower’s outcomes. Using data on 284 leader-follower pairs from the South Korean Air Force, we found that leader’s calling was positively associated with followers’ team commitment, voice behaviors, and job performance. The effects of leader’s calling on follower commitment and voice behavior were partly accounted for by follower perceptions of transformational leadership. However, a mediating role of transformational leadership on the link between leader’s calling and job performance was not supported. The implications of these findings are discussed.

The purpose of the present study was to investigate integrally the relationships among task conflict, relationship conflict, team efficacy, and task performance of the Air Force Combat Flight Team. Also, the study illustrated whether participative decision-making moderated the relationship between task conflict and team efficacy, and the relationship between relationship conflict and team efficacy. Surveys and supervisor-rating performance data of 284 combat flight teams of two Air Force fighter pilots were collected for assessing the aforementioned relationships. Analyzing through structural equation modeling, the results indicated that task conflict was negatively related to team efficacy and task performance. Relationship conflict was negatively related to team efficacy whereas they were positively related with task performance. Moreover, team efficacy mediated the relationship between task conflict and task performance, and the relationship between relationship conflict and task performance. Furthermore, participative decision-making moderated the relationships of task conflict and relationship conflict with team efficacy such that these negative relationships were stronger when wingman pilot’s perception toward leader pilot’s participative decision-making was low. We discuss the implications of these results, study limitations, and practical suggestions for future research.