How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links

Abstract

Summary Although followers' needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style. The present research thus seeks to integrate and extend theorizing on transformational leadership and self‐determination. In particular, we propose that the satisfaction of followers' basic needs (autonomy, competence, and relatedness) mediates the relationship between transformational leadership and employee outcomes (job satisfaction, self‐efficacy, and commitment to the leader). We tested this model in two studies involving employees from a broad spectrum of organizations in Germany (N = 410) and in Switzerland (N = 442). Results revealed largely consistent patterns across both studies. The need for competence fulfillment solely mediated the link between transformational leadership and occupational self‐efficacy; the need for relatedness fulfillment solely mediated the link between transformational leadership and commitment to the leader. The mediating pattern for the link between transformational leadership and job satisfaction varied slightly across studies. In Study 1, only the need for autonomy fulfillment was a significant mediator, whereas in Study 2, all three needs mediated this relationship. Taken together, our study integrates theorizing on transformational leadership and self‐determination by corroborating that need fulfillment indeed is a central mechanism behind transformational leadership. Copyright © 2012 John Wiley & Sons, Ltd.

Flow at Work: a Self-Determination Perspective

“…Consistent with this position, Van der Heijden and Bakker (2011) found that transformational leadership had a positive impact on work-related flow. Transformational leaders also facilitate the basic needs satisfaction of their followers by providing them with feedback, tasks that match their abilities, and job control, thereby playing to their needs for competence and autonomy (Hetland et al 2015;Kovjanic et al 2012). The need for relatedness is satisfied by giving personal attention and social support (Breevaart et al 2014a;Deci and Vansteenkiste 2004;Kovjanic et al 2012).…”

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

“…Much research has contributed useful insights to the former, the impact of transformational leadership on employee creativity by demonstrating the mediating influences of intrinsic motivation (Shin & Zhou, 2003), confidence in creative performance (Gong et al, 2009), needs satisfaction (Kovjanic, Schuh, Jonas, Quaquebeke, & Dick, 2012), and work engagement (Aryee, Walumbwa, Zhou, & Hartnell, 2012). However, less is known about the latter, how transformational leadership may have an impact on employee creativity via its influence on employee's social environment such as group climate.…”

Supervisors’ Transformational Leadership: Personality and Management Practices as Antecedents

“…При этом у нас нет оснований полностью отрицать результаты предшествующих ис-следований, которые показали значимость как индивидуальных характеристик субъ-екта восприятия (высокий уровень добро-желательности), так и перцепционных фак-торов (позитивное эмоциональное воспри-ятие руководителя) [ElKordy, 2013;Schyns, Sanders, 2007;Kovjanic et al, 2012;UhlBien et al, 2014;Stelmokienė, En driu laitienė, 2015]. Подчиненные считают, что работают под руководством трансформа-ционного лидера, в условиях эмоциональ-но позитивной атмосферы, которую созда-ет их начальник и которая позволяет сгла-живать стрессы и конфликты в жестко конкурентной среде, предъявляющей вы-сокие требования к эффективности труда работников.…”