Transformational leadership and performance outcomes: Analyses of multiple mediation pathways

By Thomas W. H. Ng. 2017

370 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/45169f371ba995f0d1204065762b20b2e659f6d3

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “Ng (2017) investigated one leadership style, that is, transformational leadership, and empirically tested several theory-driven mechanisms that influence employee performance: affective, motivational, identification, social exchange, and justice enhancement mechanisms.”
Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice (2018, neutral): “Finally, relational leaders also regularly offer praise and recognition which signal group values and make employees feel that decisions are consistent (Ng, 2017).”
A mixed-methods study of CEO transformational leadership and firm performance (2020, neutral): “…to achieve higher levels of performance, more recent research has shown mixed findings (Agle et al., 2006; Chun, Cho, & Sosik, 2016; Jung, Chow, & Wu, 2003; Han, Liao, Taylor, & Kim, 2018; Ling et al., 2008; Ng, 2017; Nguyen, Mia, Winata, & Chong, 2017; Tosi et al., 2004; Waldman et al., 2001).”
A Meta-Analysis of Transactional Leadership and Follower Performance: Double-Edged Effects of LMX and Empowerment (2021, methodology): “In doing so, we have extended the work of Gottfredson and Aguinis (2017) and Ng (2017) by examining LMX and empowerment in tandem as mediating mechanisms of leadership and follower performance.”
The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees (2017, neutral): “These include studies on servant leadership (e.g. Liden et al. 2014), authentic leadership (e.g. Hirst et al. 2016), ethical leadership (e.g. Bedi et al. 2016), and transformational leadership (e.g. Ng 2016).”
Transformational leadership, leader–member exchange and school learning climate: Impact on teachers’ innovative behaviour in the Netherlands (2020, methodology): “Research has proved that IB is directly related to LMX (Ng, 2017), and therefore we expected LMX to be related to IB (Hypothesis 6).”