How do transformational leaders influence followers' affective well-being? Exploring the mediating role of self-efficacy
By K. Nielsen, Fehmidah Munir. 2009
239 citations recorded by the source corpus.
Subfields: General Health Professions, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/1c62d3f6ed7399f68c2353b4482df64c9e3e28b4
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In General Health Professions
- Susanne Tafvelin
- Kara A. Arnold
- Megan M. Walsh
- K. Nielsen
- Andreas Stenling
- Kristina Westerberg
- K. Armelius
- M. B. Nielsen
In Organizational Behavior and Human Resource Management
- Jens Rowold
- Susanne Tafvelin
- Kara A. Arnold
- K. Nielsen
- M. B. Nielsen
- E. Kevin Kelloway
- Megan M. Walsh
- Julian Barling
Citations in the corpus
- A double-edged sword: Relationship between full-range leadership behaviors and followers' hair cortisol level (2016, background): “…Leadership Quarterly j ourna l homepage: www.e lsev ie r .com/ locate / leaqua been discussed and tested independently with regard to follower stress (Nielsen & Munir, 2009; Skogstad et al., 2007), we examine their effects simultaneously to unfold each leadership style's unique predictive validity.”
- Principal leadership and teacher professional learning in Turkish schools: examining the mediating effects of collective teacher efficacy and teacher trust (2020, background): “Empirical research has found transformational leadership to directly influence collective teacher efficacy and teacher learning (e.g. Sleegers et al. 2014; Geijsel et al. 2003), however, there exist inconsistency in these effects (e.g. Nielsen and Munir 2009).”
- Transformational Leadership and Well-Being in Sports: The Mediating Role of Need Satisfaction (2014, background): “One exception is a study by Nielsen and Munir (2009), who only found partial support for the mediating effect of selfefficacy between transformational leadership and well-being.”
- Transformational leadership and work engagement: The mediating effect of meaning in work (2013, background): “Previous studies have confirmed that transformational leadership behaviours can be trained and learned (Barling et al., 1996; Nielsena and Munir, 2009).”
- Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “…(2013) reported positive mediation effects in a cross-sectional study, proposing sequential motivational and socialcognitive mediators, while Nielsen and Munir (2009), examining a social-cognitive mediator, together with Nielsen, Randall, Yarker, and Brenner (2008), using motivational…”
- Transformational leadership and turnover (2017, background): “Research confirms that dimensions of transformational leaders can be learnt (Nielsen and Munir, 2009).”
- Toward Understanding the Direct and Indirect Effects of Transformational Leadership on Well-Being (2011, methodology): “In particular, research indicates that transformational leadership is positively associated with well-being (Arnold, Turner, Barling, Kelloway, & McKee, 2007; Nielsen & Munir, 2009; Nielsen, Randall, Yarker, & Brenner, 2008).”
- Self-Efficacy and Resilience: Mediating Mechanisms in the Relationship Between the Transformational Leadership Dimensions and Well-Being (2019, background): “self-efficacy, resilience, mediation, transformational leadership, well-being & Nielsen, 2009; Nielsen & Munir, 2009).”
- Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis (2017, background): “Thus, training people in self-efficacy may create additional resources, enhancing team climate and enabling leaders to exert transformational leadership behaviours (Nielsen & Munir, 2009).”
- Leadership, job crafting, and employee health and performance (2018, background): “Employee-oriented leaders are supporting their employees in informational, instrumental, and emotional ways (House, 1981), are concerned with employees’ individual needs and well-being, and seek to create working conditions in which employees can perform and stay well (Nielsen and Munir, 2009; Tucke”
- How transformational leadership predicts employees’ affective commitment and performance (2018, background): “A TL is supposed to employ a visionary and creative style of leadership that inspires followers to make independent decisions and develop in their work (Nielsen and Munir, 2009).”