The influence of transformational leadership on workplace relationships and job performance
By Chung‐Kai Li, Chia‐Hung Hung. 2009
112 citations recorded by the source corpus.
Social-identity and social-exchange theory are employed to examine the role of leader-member relationships (LMX) and coworker relationships (CWR) in explaining the relationship between transformational leadership and task performance/organizational citizenship behavior. These relationships remain unclear in the current organizational literature. Survey data were collected from 1,040 teachers in 52 elementary schools in Taiwan. Results indicate that all 4 dimensions of transformational leadership have positive effects on LMX, whereas only individualized consideration and inspirational motivation positively affect CWR. It was also found that LMX is a more efficacious predictor of task performance than is CWR, whereas CWR, rather than LMX, is the better predictor of organizational citizenship behavior. Implications and directions for future research are discussed.
Subfields: Organizational Behavior and Human Resource Management, Safety Research
View Paper: https://www.semanticscholar.org/paper/5548c6738d1d5382f55ed1f36e2cf920378be0f7
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In Organizational Behavior and Human Resource Management
In Safety Research
Citations in the corpus
- Transformational leadership: Relationship to job stress and job burnout in five-star hotels (2015, methodology): “…was selected in this study because numerous studies such as Arendt et al. (2011), Balthazard et al. (2012), Bass (1990), Cleal and Nielsen (2011), Hung and Li (2009), Iwuh (2010), Naveed et al. (2011), Patiar and Mia (2009), Williams and Karriker (2009) have shown that TL (a) is capable of…”