Tuning into performance and satisfaction in nonprofit orchestras: One link between transformational leadership and satisfaction is through reduction in conflict

Abstract

In this study, we tested hypotheses concerning volunteers' not‐for‐profit work, specifically the relations of transformational leadership with performance and satisfaction as well as the question of how task and relationship conflict fit into these relations. We argue that conflicts are detrimental to satisfaction and performance and that the frequency of conflict can be reduced through transformational leadership. We analyzed data from a large sample of lay orchestra musicians (N = 1,535) and found that musicians' perceptions of their conductors' transformational leadership style were positively related to both the performance and satisfaction of the musicians. Furthermore, we found that conflict mediated the relation between transformational leadership and satisfaction to some extent. The mediation occurred via the frequencies of both task and relationship conflicts even though the frequency of conflict was quite low in this sample in general.

Transformational leadership, self-efficacy and performance of volunteers in non-formal voluntary service education

“…Previous research studies show the positive linkage of transformational leadership and performance (e.g. Kammerhoff et al, 2019;Sheehan et al, 2020). The result therefore highlights the importance of transformational leadership to support volunteers.…”

“…Transformational leaders effect change by building individuals' confidence and empowering them to perform their work tasks. Accumulated findings found that transformational leadership significantly affects individuals' motivation and performance (Gao et al, 2020;Kammerhoff et al, 2019;Waldman et al, 2001). Transformational leadership has posted a positive sign on individuals' job satisfaction, innovation, motivation and performance (e.g.…”

Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non‐profit organisations

“…Previous research has examined the efficacy of different leadership models observed in NPOs. For example, Kammerhoff et al (2019) examined the impact of transformational leadership on employee performance in NPOs, and Javed et al (2019) examined the impact of inclusive leadership on employee empowerment and innovative behaviour. Cerne et al's (2013) research in the private sector found that authentic leadership behaviour was associated with increased creativity, and Grošelj et al (2021) found that authentic leadership behaviours promoted increased levels of empowerment, which is essential for facilitating a supportive environment.…”

“…For example, Kammerhoff et al. (2019) examined the impact of transformational leadership on employee performance in NPOs, and Javed et al. (2019) examined the impact of inclusive leadership on employee empowerment and innovative behaviour.…”

Adaptação Cultural para a População Brasileira da Escala de Conflito Triplo

“…Apesar de se caracterizarem como uma decorrência natural das relações humanas, os conflitos merecem atenção (O'Neill & McLarnon, 2017), pois podem produzir tensão e prejuízos para a saúde dos funcionários, atraso nos processos de tomada de decisão, insatisfação no trabalho, esgotamento emocional, aumento nos índices de rotatividade, além de colocar em risco as ações voltadas para o desenvolvimento dos profissionais e da organização (Kammerhoff, Lauenstein, & Schütz, 2019;Martins, Abad, & Peiró, 2014;Way, Jimmieson, & Bordia, 2019;Ye, Liu, & Gu, 2019).…”