Uncovering the underlying relationship between transformational leaders and followers’ task performance

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Organizational Support and Adaptive Performance: The Revolving Structural Relationships between Job Crafting, Work Engagement, and Adaptive Performance (2020, background): “Additionally, our study supports earlier findings regarding the positive relationship between work engagement and adaptive performance [24], suggesting that engaged workers can modify their work behavior through active adaptation and proactively anticipating possible future changes.”
Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance (2016, background): “Only recently, using diary studies, have researchers shown that transformational leadership behaviors fluctuate within shortterm periods (e.g., Breevaart et al., 2014c; Tims et al., 2011).”
Multiple levels in job demands-resources theory: implications for employee well-being and performance (2018, unknown): “Breevaart, Bakker, Demerouti, Sleebos, and Maduro (2014) found that transformational leadership (number 4) contributed to followers’ work engagement and leader-ratings of job performance (number 9) through job resources (autonomy, feedback, opportunities for growth; number 8).”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, background): “In one interesting study, Breevaart et al. (2014) followed Norwegian naval cadets over the course of 34 days.”