Transformational leadership, goal difficulty, and job design: independent and interactive effects on employee outcomes

By J. Whittington, Vicki Goodwin, B. Murray. 2004

204 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1a370fdd00ba7e2a454d069113ed36629a9f61d8

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Citations in the corpus

A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “A Critical Assessment of Charismatic—Transformational Leadership Research † 31 D ow nl oa de d by [ U ni ve rs ity o f C ol or ad o at B ou ld er L ib ra ri es ] at 1 4: 20 1 5 A ug us t 2 01 4 32 † T he A cadem y of M anagem en t A nnals D ow nl oa de d by [ U ni ve rs ity o f C ol or ad o at B ou ”
Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital (2017, background): “…as relevant to a number of important organizational outcomes such as citizenship behaviour (Podsakoff, MacKenzie, Paine, & Bachrach, 2000; Whittington et al., 2004), organizational involvement (Aselage & Eisenberger, 2003; Coyle-Shapiro, 2002), commitment to organizational goals (Shore,…”
An Integrative Model Linking Supervisor Support and Organizational Citizenship Behavior (2008, result): “Despite employing different terms when referring to leadership behavior, all these studies uncovered similar research findings in the following regard: a high level of supervisor support will lead to some key organizational outcomes such as employees’ organizational citizenship behavior (OCB) (e.g.,”
Leadership and Public Service Motivation in U.S. Federal Agencies (2008, background): “, public service motivation) to work for collective and community goals rather than to pursue self-interest or extrinsic rewards (Conger and Kanungo 1998; Whittington et al. 2004).”
Constructive Deviance in Organizations (2013, background): “Using similar rationale, Whittington, Goodwin, and Murray (2004) collected data from 209 leader-follower dyads from 12 different organizations and found that transformational leadership had a positive effect on extra-role behaviors.”
Transforming with levity: humor, leadership, and follower attitudes (2009, background): “A multi-firm study of leader-follower dyads revealed that transformational leadership and affective commitment were significantly linked ( Whittington et al. , 2004”