Employee positive moods as a mediator linking transformational leadership and employee work outcomes

By Wei-Chi Tsai, Hsien-Wen Chen, Jen-Wei Cheng. 2009

158 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7a7ffba2b14c414b0b9fe6039b7fc7cbf78c4a2c

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In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “Follower positive affect is also identified as a mediator of the relationship of charismatic–transformational leadership and leadership evaluations (Rowold & Rohmann, 2009), performance, and helping (Tsai et al., 2009).”
The Wheel Model of humor: Humor events and affect in organizations (2012, background): “Finally, Tsai et al. (2009) found that transformational leadership had both a direct effect on task performance and helping behavior, as well as an indirect effect mediated by positive mood.”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, unknown): “…the absence of a rewarding interaction rather than the presence of an aversive interaction, evidence suggests that transformational leadership is more strongly associated with positive affect than with negative affect (e.g., Bono, Foldes, Vinson, & Muros, 2007; Tsai, Chen, & Cheng, 2009).”
Predictors of Organizational Citizenship Behavior: Ethical Leadership and Workplace Jealousy (2014, background): “Transformational leadership was found related to employees’ experiencing a positive mood on the job and their helping coworkers (Tsai et al. 2009).”
Follower Behavior and Organizational Performance: The Impact of Transformational Leaders (2007, background): “Tsai, Chen, and Cheng (2005) identified employees’ positive moods to mediate the relationship between transformational leadership and leadership success whereas the leader-followerrelationship was confirmed to be a mediator by Wang, Law, Hackett, Wang, & Chen (2005).”
Applying transformational leadership theory to coaching research in youth sport: A systematic literature review (2016, background): “For instance, Tsai, Chen, and Cheng (2009) revealed that changes in followers’ positive moods was a key mediating factor in the association between TFL and followers’ helping behaviours.”
Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction (2020, background): “Since, emotions are contagious, transformational leader’s standards of integrity, morality and fairness positively affect follower’s mood (Tsai et al., 2009), self-esteem (Munir Sidani, 2007), meaningfulness (May et al.”