Transformational Leadership and Followers’ Commitment to Mission Changes

Weiherl, Julia; Masal, Doris

doi:10.1080/01900692.2015.1053611

Cited by 11 publications

(14 citation statements)

References 52 publications

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“…For age and tenure, we asked respondents to indicate their answer in years. The inclusion of these variables is important as past studies have established a relationship with mission-related perceptions (Weiherl & Masal, 2016), performance scores (Meyer et al, 2002), and neglect (Bellou, 2009).…”

Section: Methodsmentioning

confidence: 99%

Municipal Employees’ Performance and Neglect: The Effects of Mission Valence

Guerrero

Chênevert

2020

Review of Public Personnel Administration

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This article relates mission valence to two performance outcomes of municipal employees: task performance and neglect. We propose that mission valence is positively associated with task performance through perceptions of meaning, and negatively associated with neglect through cynicism. However, based on the negativity bias principle, we expect the relationships to be stronger through cynicism than through meaning. We test our research hypotheses on a sample of 177 employees and their supervisors working in a rural Canadian municipality. Findings highlight that cynicism is a key mediating variable between mission valence and employees’ performance outcomes. Mission valence affects meaning and cynicism, but meaning is not related to task performance and neglect.

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Section: Methodsmentioning

confidence: 99%

Municipal Employees’ Performance and Neglect: The Effects of Mission Valence

Guerrero

Chênevert

2020

Review of Public Personnel Administration

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“…Results revealed that teachers' intentions to resist organisational change were negatively related to their principals' openness to change values and transformational leadership behaviours. Transformational leadership increases prochange behaviour, which sequentially increases employees' commitment towards change implementation (Weiherl and Masal, 2016). Thus, it is hypothesised that: H3.…”

Section: Mindfulness and Commitment To Teaching Entrepreneurshipmentioning

confidence: 98%

Lecturers' commitment to teaching entrepreneurship: do transformational leadership, mindfulness and readiness for change matter?

Yeap

Abdullah

Thien

2020

JARHE

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PurposeThis study aims to examine the influence of transformational leadership and mindfulness on lecturers' commitment to teaching entrepreneurship with mediating effect of readiness for change in polytechnics.Design/methodology/approachThe study used the cross-sectional survey method. The sample participants were 171 lecturers from polytechnics. Data were analysed by using partial least squares–structural equation modelling (PLS-SEM) approach.FindingsFindings indicated that readiness for change mediated the relationship between transformational leadership and commitment to teaching entrepreneurship. Transformational leadership and mindfulness had no significant influence on commitment to teaching entrepreneurship. Readiness for change did not mediate the relationship between mindfulness and commitment to teaching entrepreneurship.Practical implicationsHigher education should be aware of the importance of lecturers' readiness for change. This is because readiness for change is the mediator of the relationship between transformational leadership and commitment to teaching entrepreneurship.Originality/valueThe study sheds light on the explanation of mediating effect of readiness for change to influence the relationship between transformational leadership and lecturers' commitment to teaching entrepreneurship in the Malaysian polytechnic context.

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“…There has been extensive research on commitment for many years (e.g., Buchanan 1974 ;Dunham et al 1994 ;Meyer and Allen 1991 ;Meyer et al 2004 ;Meyer and Herscovith 2001 ), and this has increasingly come to the attention of research into the public sector (e.g., Jung and Ritz 2014 ;Moon 2000 ;Weiherl and Masal 2016 ;Wright and Isett 2011 ), including higher education (Lawrence et al 2012 ;Neumann and Finaly-Neumann 1990 ; O'Meara 2015 ; Smeenk et al 2009 ). Many studies, especially in organizational behavior research, were based on the Organizational Commitment Questionnaire (OCQ), developed by Mowday et al ( 1979 ).…”

Section: Scholars' Organizational and Professional Commitmentmentioning

confidence: 99%