How Transformational Leadership Weaves Its Influence on Individual Job Performance: The Role of Identification and Efficacy Beliefs

Walumbwa, Fred O.; Avolio, Bruce J.; Zhu, Weichun

doi:10.1111/j.1744-6570.2008.00131.x

Cited by 367 publications

(349 citation statements)

References 58 publications

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“…We know that followers who identify with the organization tend to perform better in their jobs (van Knippenberg, 2000;Walumbwa, Avolio, & Zhu, 2008). This is because followers who highly identify with the organization align their interests with those of the organization, or even sacrifice their own self-interest for the collective van Knippenberg, 2000;van Knippenberg & van Schie, 2000).…”

Section: Mediating Role Of Follower Identificationsmentioning

confidence: 97%

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Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

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154

129

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Previous studies have established the relationship between ethical leadership and a variety of positive follower outcomes. They have investigated a number of psychological mechanisms that mediate these relationships. In terms of mediators, follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance. In this research, we incorporate a second distinct and theoretically important type of social identification process, relational identification with the leader, along with organizational identification, and examine their mediating effects on follower performance and voice outcomes. Further, we bring the implicit theory of morality to the behavioral ethics literature and examine follower morality beliefs as a moderator. Using a Romanian sample of 302 followers under the supervision of 27 leaders, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person's moral character is fixed. Theoretical and practical implications are discussed.Keywords: Ethical leadership; relational identification; organizational identification; voice; implicit theory of morality (Mayer et al., 2012;Stouten et al., 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships. The ethical leadership construct was initially proposed to rely on social learning processes to produce its effects (Brown et al., 2005). More recently, researchers have emphasized the prominent role of social identification processes by focusing on organizational identification as a mediator . We propose a model that includes two types of social identification mechanisms as mediators and that proposes a moderator of these effects that is new to the behavioral ethics literature, implicit morality beliefs.Identification processes have previously been proposed as a potential mediating mechanism (e.g., Brown & Mitchell, 2010) in the ethical leadership/outcome relationship . We expand the prior exclusive focus on organizational identification to account for the likely important role played by an employee's relational identification with the leader. Relational identification represents the extent to which one defines oneself in terms of a given role-relationship (Sluss & Ashforth, 2007), in this case, Perhaps more importantly, we propose that these identification processes will operate differently for employees holding different implicit morality beliefs. Individuals hold and utilize different implicit theories to make sense of the social world (Gopnik & Wellman, 1994;Kelly, 1955). These beliefs represent unspoken assumptions that can influence how people understand and structure their experiences. Although the implicit theory of managers has been shown to influence procedural justice and performance appraisal of...

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Section: Mediating Role Of Follower Identificationsmentioning

confidence: 97%

“…The Cronbach's alpha score is .89. Job performance was measured by a fouritem seven-point scale (Walumbwa, et al, 2008). A sample item was "how competently does he/she perform the job."…”

Section: Dependent Variablesmentioning

confidence: 99%

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

Self Cite

154

129

View full text Add to dashboard Cite

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“…For example, perceived organizational justice (Blader and Tyler, 2009;Cheung and Law, 2008;Frazier et al, 2010;Tyler and Blader, 2003;Walumbwa, Avolio and Zhu, 2008) and leader-member exchange (Tangirala, Green and Ramanujam, 2007) have been shown to be important antecedents of OID. In addition, the positive effect of POS on OID has been supported by the results of a number of studies (e.g., Edwards, 2009;Edwards and Peccei, 2010;Sluss, Klimchak and Holmes, 2008).…”

Section: Introductionmentioning

confidence: 99%

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Pham

Baruch

et al. 2014

The International Journal of Human Resource Management

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Organizational identification (OID) can be developed out of social exchange practices within an organizational setting. Drawing on social exchange theory, we propose that the effect of perceived organizational support (POS) on OID is stronger for employees with stronger exchange ideology. We further argue that employee investment in an organization may also create a social exchange process that positively influences OID. We expect that employee investment moderates not only the effect of POS on OID, but also the enhancing effect of exchange ideology on the effect of POS on OID. Specifically, POS has a stronger positive effect on OID when exchange ideology is high and when employee investment is low.When employee investment is high, POS has a weaker effect on OID regardless of employees' exchange ideology. These effects were empirically supported by a survey.Theoretical and practical implications are also discussed.

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“…In line with previous studies (Menguc and Auh 2008;Walumbwa et al 2008), we operationalize transformational leadership as a higher-order factor with four reflective first-order constructs: idealized influence (6 items), inspirational motivation (3 items), intellectual stimulation (3 items), and individual consideration (3 items).We assessed the measurement properties of our SENS-climate and the transformational leadership constructs simultaneously with a confirmatory factor analysis (CFA). Both constructs were included as higher-order factors, with three and four underlying first-order constructs, respectively.…”

Section: Individual-level Measuresmentioning

confidence: 99%

“…Transformational leaders tend to be accepted as role models and have the capacity to explain their motives (Berson and Avolio 2004;Walumbwa et al 2008). Thus they can help strengthen sales associates' understanding of their pattern orientation and limit confusion created by any pattern variability.…”

Section: Sustainability Of the Prioritization Of Environmental Princimentioning

confidence: 99%

Making SENS: exploring the antecedents and impact of store environmental stewardship climate

Hensen

Keeling

Ruyter

et al. 2015

J. of the Acad. Mark. Sci.

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Retailers increasingly recognize that environmental responsibility is a strategic imperative. However, little research has investigated or identified the factors that facilitate the successful implementation of environmentally responsible strategies across a network of customer-facing sales units (stores). We propose that a store manager's ability to lead by example facilitates this process by fostering a supportive climate for store environmental stewardship (SENS-climate). By examining the influence of store managers' actions on sales associates' perceptions of the SENS-climate, as well as the subsequent impact on their performance-measured by margins, as well as sales of green and regular products-this study demonstrates that store managers can foster a SENS-climate by articulating their prioritization of environmental responsibility in their operational decisions. These positive effects are sustained by relational factors, such as the moderating effect of the store manager-sales associate dyadic tenure. In contrast, when store managers display high variability in their environmental orientation, it hinders the development of SENS-climate perceptions among sales associates. If sales associates perceive an enabling SENS-climate, they achieve higher margins and more green but fewer regular sales.

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How Transformational Leadership Weaves Its Influence on Individual Job Performance: The Role of Identification and Efficacy Beliefs

Cited by 367 publications

References 58 publications

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Making SENS: exploring the antecedents and impact of store environmental stewardship climate

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