A multilevel study of transformational leadership, identification, and follower outcomes ☆

By X. Wang, Jane M. Howell. 2012

234 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/5d3f79732d0849cf0aa127ccc5c6600b192986d1

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

Workplace team resilience: A systematic review and conceptual development (2020, result): “Some support for the identity-enhancing impact of transformational leadership behavior has been provided in the previous research (Steffens et al., 2014; Wang & Howell, 2012).”
Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Further support for the dual influence of transformational leadership on priming followers’ identities, was found in a study of Wang and Howell (2012) that demonstrated that personal identification with the leader mediated transformational leadership behavior and individual-level outcomes e.”
Differentiated transformational leadership and knowledge sharing: A cross-level investigation (2014, background): “…these propositions, follow-up studies by several leadership scholars provided empirical support and confirmed the notion that transformational leadership was flexible as a level of analysis (e.g., Schriesheim et al., 2009; Tse & Chiu, 2012; Wang & Howell, 2012; Wu et al., 2010; Zhang et al., 2013).”
Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations (2015, background): “Though such relational identification is no new concept, it is only recently that research has begun to examine how followers' identificationwith the leader impacts on their performance (e.g., Miao, Newman, & Lamb, 2012;Walumbwa&Hartnell, 2011;Wang & Howell, 2012).”
The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2019, background): “In addition, researchers know that transformational leaders increase employees’ identification with the leader and the work group (Wang & Howell, 2012) and that, under normal working conditions (not organizational change) transformational leadership can increase employees’ work engagement…”