Does shared and differentiated transformational leadership predict followers' working conditions and well-being?☆

By K. Nielsen, Kevin Daniels. 2012

189 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/54bb4970c73120fbad44ad9f83d8d8f0280e36dc

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A Meta-Analysis of Shared Leadership: Antecedents, Consequences, and Moderators (2018, background): “The literature suggests that links between shared leadership and team outcomes can be strengthened or constrained by a series of factors, such as knowledge sharing (Hoch, 2014), social support (Nielsen & Daniels, 2012), and team autonomy (Rolfsen et al., 2013).”
Daily transactional and transformational leadership and daily employee engagement (2014, background): “Although several studies examined job resources to explain how leaders influence follower outcomes (Nielsen & Daniels, 2012; Nielsen, Randall, Yarker, & Brenner, 2008; Piccolo & Colquitt, 2006; Purvanova, Bono, & Dzieweczynski, 2006), these studies focused exclusively on transformational leadership…”
Affective Commitment, Participative Leadership, and Employee Innovation: A Multilevel Investigation (2019, background): “…leadership was operationalized and measured in the present study reflects a group-focus (cf. Arnold et al., 2000) – it is nonetheless possible that followers perceive their leader’s conduct differently based on the leader’s dyadic interaction with them personally (Nielsen & Daniels, 2012).”
An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses (2018, background): “By implication, individual leader–follower relationships cannot be fully understood when examined in isolation from the broader group in which those relationships exist (see also Henderson et al., 2009; Nielsen & Daniels, 2012).”
Transformational leadership and optimal functioning at work: On the mediating role of employees' perceived job characteristics and motivation (2015, background): “By fostering positive perceptions of job characteristics, leaders can also affect employees’ attitudes, performance (Piccolo & Colquitt, 2006) and psychological health (Nielsen & Daniels, 2012; Nielsen, Randall, Yarker, & Brenner, 2008).”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “For example, Nielsen and Daniels (2012) examined the relationship of transformational leadership (measured at group level and as individual differentiated perceptions from the group level) and job satisfaction (hedonic), vitality (eudaimonic), burnout (negative) and sleep quality (physical).”
Transformational leadership: Relationship to job stress and job burnout in five-star hotels (2015, background): “Previous research has found that TL can be learned and leaders may be able to adapt their behavior to followers through training (Nielsen and Daniels, 2012).”
Workplace team resilience: A systematic review and conceptual development (2020, background): “A transformational leader may enhance group identity by articulating a group vision or by encouraging cooperation among team members to strengthen their belief in their ability to overcome difficulties (Nielsen & Daniels, 2012; Schaubroeck et al., 2007; Steffens & Haslam, 2017).”
Daily self-management and employee work engagement (2014, unknown): “…contribute to work-related resources like decision latitude how and when to perform the work, feedback about work, social support, and opportunities to use skills (e.g., Nielsen & Daniels, 2012; Piccolo & Colquitt, 2006; Purvanova, Bono, & Dzieweczynski, 2006; Tuckey, Bakker, & Dollard, 2012).”