How Followers Differing in Career Motivation Gain Career Profits from Transformational Leaders: A Longitudinal Moderated Mediation Model

Abstract

Although, transformational leadership is among the most thoroughly examined leadership theories, knowledge regarding its association with followers' career outcomes is still limited. Furthermore, the underlying mechanisms explaining how transformational leaders affect their employees' career success are yet not well-understood. Based on theoretical assumptions about the processes involved in setting the goal of “making a career,” we propose an indirect effect of transformational leadership on subjective and objective career success via development opportunities that depends on the level of career motivation of employees. We conducted a longitudinal study with two measurement occasions separated by 13 months with 320 employees of a large IT company. Respondents provided ratings online on their direct supervisor's transformational leadership, their own development opportunities, and career motivation at T1; subjective career success was rated at both time points, whereas objective indicators of career transitions were rated at T2 retrospectively. Using structural equation modeling, we tested the proposed moderated mediation model. The results indicated that transformational leadership increased subordinates' subjective career success via development opportunities. In addition, and contrary to theoretical reasoning, the indirect effect was not significant for employees with high career motivation. Thus, employees high in career motivation appeared not to benefit from the development opportunities offered by transformational leaders. The results are discussed in light of tailored leadership that takes the aspirations, and needs of followers into account.

Transformational leadership and career success: a moderated mediation model of proactive career behavior and role ambiguity

“…The current study expands on the theoretical understanding of SCS in the hospitality industry in two folds. First, the study extends the previous research on the role of transformational leadership in the SCS of employees (Baethge et al ., 2017) by explaining the mediating role of PCB. This reinforces the importance of leadership in inspiring team members to take proactive actions to achieve goals and outcomes in life (Aslam et al ., 2021; Hernaus et al ., 2019).…”

“…Therefore, organizations in the hospitality industry need to investigate the mechanism of antecedents of SCS, a critical employee outcome (Stumpf, 2014; Abele et al ., 2016). This study found that transformational leadership significantly influences the SCS of employees and supports the previous studies (Al-hussami et al ., 2018; Baethge et al ., 2017) and examines the mechanism of the transformational leadership–career success relationship. Furthermore, this study accepts hypothesis H1 since PCB mediates the positive relationship between transformational leadership and SCS.…”

“…Contemporary literature investigates the relationship of transformational leadership with employee-related outcomes (Hoch and Dulebohn, 2017). Few recent studies have examined the role of transformational leadership in promoting the SCS of subordinates by inspiring and creating development opportunities (Baethge et al ., 2017). It is most likely that transformational leadership will enhance subordinates' skills by providing developmental opportunities and empowering employees in decision-making and action.…”

Relationships Among Leaders' and Followers' Work Engagement and Followers' Subjective Career Success: A Multilevel Approach

“…Employees' subjective career success is especially influenced by their perceptions and reactions to their current jobs and organizations (Ng et al, 2005 ; Ng and Feldman, 2014 ; Baethge et al, 2017 ; Moon and Choi, 2017 ; Peng et al, 2019 ). Therefore, particular attention must be paid to the issue of work engagement in relation to job perception.…”