Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership.

By D. Jung, Bruce J. Avolio. 2000

962 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/36e42be6e84f7eceab391924da1cfcdc03009714

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. (2007, background): “But why are certain followers unable or unwilling to resist domineering and abusive leaders? Kellerman (2004) and Lipman-Blumen (2005) suggest that they need safety, security, group membership, and predictability in an uncertain world.”
The Antecedents and Consequences of Psychological Empowerment: The Case of Taiwan's Hotel Companies (2008, background): “…a consensus exists among researchers that transformational leadership builds trust because transformational leaders engage in actions that gain the trust of their followers and that in turn results in desirable outcomes (Arnold, Barling, & Kelloway, 2001; Dirks & Ferrin, 2002; Jung & Avolio, 2000).”
Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers (2018, background): “…suggested to link to components of psychological capital (Avey et al., 2009; Bono and Ilies, 2006; Gupta et al., 2012; Helland andWinston, 2005; Jung and Avolio, 2000; Luthans, 2003; Luthans et al., 2007), however, few empirical studies explored the mechanism underlying the effect of…”
Promoting Subjective Well-Being at Work (2008, background): “Harter, Schmidt, and Keyes (2003) noted that the questions about the direction and causality of these relationships have never been completely resolved. Researchers have studied not just job satisfaction but also employee well-being and its relationship with work performance and other outcomes. Keye”
Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust (2013, positive): “…between individual perceptions of supervisors' transformational leadership and trust in the supervisor have been established (Casimir et al., 2006; Jung & Avolio, 2000; Pillai, Schriesheim, & Williams, 1999; Pillai, Williams, Lowe, & Jung, 2003; Podsakoff, MacKenzie, Moorman, & Fetter, 1990).”
Transformational Leadership in Work Groups (2002, background): “…of transformational leaders is their ability to help group members realign their personal values according to their transformational leader’s vision and goals, which creates strong values of internalization, cooperation, and congruence among followers (Jung & Avolio, 2000; Shamir et al., 1993).”
Employee positive moods as a mediator linking transformational leadership and employee work outcomes (2009, background): “For example, Jung and Avolio ( 2000 ) found that followers' trust in the leader and value congruence had both direct and indirect mediating effects between transformational leadership and performance.”
Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, background): “Transformational leadership plays an important role in transforming the norms and values, which further help the organizational members in enhancing an individual’s performance [102,103].”
Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust (2020, background): “These include the relationship between transformational leadership and organizational performance like organizational citizenship behaviors (OCBs; Pillai et al., 1999; Podsakoff et al., 1990; Zhu et al., 2013) and job performance (Jung & Avolio, 2000; Zhu et al., 2013).”
Transformational and transactional leadership and innovative behavior : The moderating role of psychological empowerment (2009, background): “In comparison to followers of transactional leaders, followers of transformational leaders have been found to have higher creative performance on idea generation tasks in experimental studies (Jung, 2001; Jung & Avolio, 2000).”
Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors (2004, positive): “Work by Jung and Avolio (2000) suggests that leaders may build trust by demonstrating individualized concern (i.e., engagement) and respect (i.e., encouraging diverse viewpoints) for followers.”
Transforming with levity: humor, leadership, and follower attitudes (2009, background): “increased commitment (Jung and Avolio, 2000).”