HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS

By Fred Walumbwa, Bruce J. Avolio, Weichun Zhu. 2008

523 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/2ca68f8ca58c5cf9208275ea56b56cff5cc0528f

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Citations in the corpus

Linking transformational leadership and work outcomes in temporary organizations: A social identity approach (2017, background): “…to influence organizational identification would similarly influence identification with other foci” (Olkkonen and Lipponen, 2006), it is necessary to shed more light on the factors that influence one's identification with their immediate organization (Kreiner et al., 2006; Walumbwa et al., 2008).”
Task complexity and transformational leadership: the mediating role of leaders’ state core self-evaluations (2015, background): “…competitive advantages for the organization as a whole as it boosts job performance and organizational success (Tsai, Chen, & Cheng, 2009; Waldman, Javidan, & Varella, 2004; Walumbwa et al., 2008) and improves branch-level financial performance and sales results (Barling,Weber, & Kelloway, 1996).”
Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers (2018, background): “Ultimately, it helps them to reach and even exceed goals that the organization expects (Walumbwa et al., 2008).”
Examining the Role of Personal Identification With the Leader in Leadership Effectiveness (2013, background): “Followers’ and leaders’ gender, age, and education level and the relationship tenure between leaders and followers were collected and controlled for, given that these variables may correlate with study variables and confound relationships between study variables (e.g., Avolio, Zhu, Koh, & Puja, 2004”
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus (2016, unknown): “Team performance was measured using an adapted four-item scale (Walumbwa, Avolio, & Zhu, 2008).”
Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance (2014, background): “Research also indicates that it has an indirect influence on performance through such factors as efficacy (Walumbwa et al., 2008; Walumbwa & Hartnell, 2011), affective commitment (Barling, Weber, & Kelloway, 1996), beneficiary contact (Grant, 2012), support for innovation (Howell & Avolio, 1993),…”
Transformational Leadership and Organizational Citizenship Behaviors: The Role of Organizational Identification (2012, background): “Judge 2003; Judge & Piccolo, 2004), and several researchers have done second-order confirmatory factor analyses (CFAs) in order to establish added justification for using a single construct of transformational leadership (Walumbwa et al., 2008; Walumbwa et al., 2005).”
Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement (2009, unknown): “…studies (Avolio et al., 2004; Bono & Judge, 2003; Judge & Piccolo, 2004; Zhu et al. / Follower Characteristics 601 Kark, Shamir, & Chen, 2003; Walumbwa et al., 2008; Walumbwa, Orwa, Wang, & Lawler, 2005; Walumbwa, Wang, Lawler, & Shi, 2004) and is supported by earlier research on the MLQ…”
Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions (2014, unknown): “Walumbwa and his colleagues (Walumbwa, Avolio & Zhu, 2008) found that supervisor-rated task performance was higher when leaders demonstrate transformational leadership behaviours more frequently as evaluated by their respective followers.”
Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic (2021, background): “Our findings provide empirical evidence that the influence of employee understanding of the leadership style of their direct supervisors differs depending on their success (Walumbwa et al. 2008; Walumbwa and Hartnell 2011).”
How transformational leadership and employee motivation combine to predict employee proenvironmental behaviors in China (2013, background): “, people, equipment, processes, and procedures) they need to perform (Walumbwa et al., 2008).”