Transformational leadership, learning goal orientation, and expectations for career success in mentor–protégé relationships: A multiple levels of analysis perspective

Sosik, John J.; Godshalk, Veronica M.; Yammarino, Francis J.

doi:10.1016/j.leaqua.2004.02.003

Cited by 138 publications

(116 citation statements)

References 46 publications

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“…The existence of perceived economic citizenship that governs internal career mobility and systems in the organization help fosters job seekers' expectations regarding, for example, their anticipated career potential to top management (Sheridan et al 1990). Previous research on career development (Lent et al 1994) highlights the importance of learning and developmental relationships (i.e., economic citizenship) in elevating expectations of career success (Sosik et al 2004). Another example regarding results obtained from a sample of 1,388 U.S. professional managers suggests that organizational economic variables (such as cash compensation, promotions, etc.)…”

Section: Effects Of Corporate Citizenship On Career Success Expectationmentioning

confidence: 99%

Modeling the Relationship Among Perceived Corporate Citizenship, Firms’ Attractiveness, and Career Success Expectation

et al. 2011

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Section: Effects Of Corporate Citizenship On Career Success Expectationmentioning

confidence: 99%

Modeling the Relationship Among Perceived Corporate Citizenship, Firms’ Attractiveness, and Career Success Expectation

et al. 2011

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“…Also, it promotes the development of critical and creative thinking skills and being responsible (Sosik, Godshalk, & Yammarino, 2004). In investigating the hierarchical impact of transformational leadership, Bruch and Walter (2007) noted that there was a difference between upper and lower managers.…”

Section: Definition Of Transformational Leadershipmentioning

confidence: 99%

Is the Relationship between Employees’ Psychological Empowerment and Employees’ Job Satisfaction Contingent on the Transformational Leadership? A Study on the Yemeni Islamic Banks

Al‐Swidi¹,

Nawawi²,

Al-Hosam³

2012

ASS

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The construct of employees' job satisfaction has been gaining an increasing scholarly attention as one of the crucial determinants of organizational effectiveness and success. Specifically, it has been very much acknowledged by both researchers and academics that employees are the most valuable assets of an organization and play the crucial role in achieving its overall objectives. These arguments justify the attention given to studying the psychological characteristics of employees and what determine their job satisfaction that impacts the organizational performance. In addition to that, transformational leadership has been proven to have a significant effect on the employees' job satisfaction through enhancing the employees' perception of empowerment. Despite this fact, the dynamic role of transformational style on enhancing the level of satisfaction among the empowered individuals has been greatly neglected. It has been, also, proven in the literature that employees' satisfaction directly affects the customers' satisfaction and subsequently the overall organizational performance. In Yemen, as it the case on many developing countries, employees of an organization should be satisfied as the first step to achieve a better organizational performance associated with customers' satisfaction. The poor performance of Yemeni banks, as customer-oriented business, can be, somehow, attributed to the low level of employees' job satisfaction. This paper, however, aims to examine the joint effect of employees' psychological empowerment and transformational leadership on the employees' job satisfaction. To achieve this purpose, responses of a sample of 160 employees from the Yemeni Islamic banks have been examined. The findings of this study confirmed the direct effect of employees' psychological empowerment and transformational leadership on the employees' job satisfaction. On the other hand, the moderating effect of transformational leadership on the relationship between employees' psychological empowerment and the employees' job satisfaction was not supported. These findings were, finally, discussed in the lights of the limitations of the study and future research directions were offered.

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“…Of particular interest to our study is career-related mentoring research in the managerial or supervisory domains (e.g., Scandura & Williams, 2004;Sosik & Godshalk, 2000;Sosik, Godshalk, & Yammarino, 2004).…”

Section: Introductionmentioning

confidence: 99%

Examining career-related mentoring and managerial performance across cultures: A multilevel analysis

Gentry

Weber

Sadri

2008

Journal of Vocational Behavior

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The benefits of the mentoring relationship for protégés have been a primary focus in the mentoring literature. Researchers have recently begun to examine how mentoring can benefit the mentor. The purpose of the present study is to examine whether direct report-ratings of a manager's career-related mentoring behaviors are related to boss-ratings of that manager's performance. In addition, this study assesses whether the cultural background of the manager moderates the career-related mentoring-performance relationship via multilevel methodology. Results reveal that managers who are rated by their direct reports as engaging in career-related mentoring behaviors are perceived as better performers by their bosses. Moreover, the GLOBE societal culture dimension of Performance Orientation was a significant crosslevel moderator of the career-related mentoring-performance relationship. Implications for the practice of mentoring in cross-cultural contexts across multiple disciplines are discussed.

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Transformational leadership, learning goal orientation, and expectations for career success in mentor–protégé relationships: A multiple levels of analysis perspective

Cited by 138 publications

References 46 publications

Modeling the Relationship Among Perceived Corporate Citizenship, Firms’ Attractiveness, and Career Success Expectation

Modeling the Relationship Among Perceived Corporate Citizenship, Firms’ Attractiveness, and Career Success Expectation

Is the Relationship between Employees’ Psychological Empowerment and Employees’ Job Satisfaction Contingent on the Transformational Leadership? A Study on the Yemeni Islamic Banks

Examining career-related mentoring and managerial performance across cultures: A multilevel analysis

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