A multilevel study of transformational leadership, identification, and follower outcomes

Wang, Xiao‐Hua; Howell, Jane M.

doi:10.1016/j.leaqua.2012.02.001

Cited by 180 publications

(251 citation statements)

References 97 publications

(204 reference statements)

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“…intrinsic motivation, creative self-efficacy), we studied how transformational leadership influences employee creativity by shaping a social context that is conducive to creativity. The finding that transformational leadership had an indirect effect on creative process engagement via psychological safety climate lends empirical support to the theoretical notions that leadership is a multilevel process (Kozlowski & Bell, 2003) and employee behaviors are subject to the influence of ambient or environmental stimuli (Hackman, 1992;Kirkman et al, 2009;Wang & Howell, 2012). By emphasizing the interpersonal interaction context, this finding adds a unique angle in the understanding of the process through which transformational leadership influences creativity and highlights the importance of examining the role of contextual variables in the transformational leadership-creativity relationship.…”

Section: Theoretical Implicationsmentioning

confidence: 61%

“…Chen et al, 2007;Kirkman, Chen, Farh, Chen, & Lowe, 2009;Shin, Kim, Lee, & Bian, 2012;Wang & Howell, 2012). Although theorists have long suggested that the group level factors may influence employee creativity (Drazin, Glynn, & Kazanjian, 1999;Woodman, Sawyer, & Griffin, 1993), research has yet to examine how transformational leadership at the group level influences the individual-level creative process engagement.…”

Section: Introductionmentioning

confidence: 99%

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A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

Zhou

Pan

2015

Human Performance

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Section: Theoretical Implicationsmentioning

confidence: 61%

Section: Introductionmentioning

confidence: 99%

A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

Zhou

Pan

2015

Human Performance

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“…Transformational leaders are more likely to engage in proactive activities (Joo & Lim, 2013). They will work hard to change the organizational culture and implement new ideas (Wang & Howell, 2012). Transformational leadership recognizes the need for change, creates a new vision, and then institutionalizes the change (Eisenbach, Watson, & Pillai, 1999).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

A Theory Based Model of Interpersonal Leadership: An Integration of the Literature

Lamm¹,

Carter²,

Lamm³

2016

Journal of Leadership Education

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Individuals expected to offer leadership are often chosen based on their power position within the field of interest and specialization in the context area being addressed and not on their leadership style. Leadership education curriculum often focuses on change as a product of leadership and leadership styles but places little emphasis on how the leadership styles of those chosen to lead change can influence the change process. In order to inform the development of curriculum targeting this aspect of leadership, research needs to be done to determine if leadership style impacts level of engagement in change. This research examined how transformational and transactional leadership styles impacted engagement in a national change process when 39 department chairs of universities across the United States were selected by the National Science Foundation to lead science, technology, engineering and math (STEM) educational reform at the undergraduate level. The findings revealed transformational leadership style positively predicted engagement in change and transactional leadership style negatively predicted engagement in change. While the small sample size makes the findings exploratory in nature and should be used with caution, they imply leadership education curriculum should include lessons on the impact these two styles have on engagement in change since there were statistically significant differences.

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“…Nevertheless, researchers point out that there is a positive relationship between transformational leadership and work performance (Bono & Judge, 2003;Choi, 2006;Mullen & Kelloway, 2010;Senthamil & Palanichamy, 2011;Walumbwa et al, 2008;Wang & Howell, 2012). Moreover, Podsakoff et al (1996) suggest that individualized support, and fostering the acceptance of group goals have a significant effect on employee in-role performance.…”

Section: The Influence Of Transformational Leadership On Work Performmentioning

confidence: 99%

The Influence of Transformational Leadership Behaviours on Oman Public Employees’ Work Performance

Zefeiti¹

2017

ASS

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The purpose of this paper is to investigate the influence of transformational leadership behaviors work performance in the context of Omani governmental organizations. The research emphasizes that transformational leadership is a crucial element to enhance employees' performance. Transformational leadership Inventory was used to measure transformational leadership behaviors. Contextual and task performance were used to measure work performance. Quantitative survey method was applied and a sample of 335 middle-level managers of Omani public civil service organizations was selected to answer the instrument. Analysis of Moment Structures (AMOS) was utilized to analyse the collected data and test the research questions, and hypotheses. The techniques of data analysis comprised descriptive statistics, a Confirmatory Factor Analysis (CFA), and a Structural Equation Modeling (SEM) analysis. The empirical results indicate that transformational leadership behaviours (core transformational leadership, providing individualized supports, intellectual stimulation, and setting high performance expectation) have a significant impact on contextual performance. Whereas, core transformational leadership and providing individualized supports have a significant impact on task performance.

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A multilevel study of transformational leadership, identification, and follower outcomes

Cited by 180 publications

References 97 publications

A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

A Theory Based Model of Interpersonal Leadership: An Integration of the Literature

The Influence of Transformational Leadership Behaviours on Oman Public Employees’ Work Performance

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