Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust

By Susanne Braun, Claudia Peus, S. Weisweiler, Dieter Frey. 2013

862 citations recorded by the source corpus.

Abstract In spite of calls for deliberate differentiation between individual and team levels of analysis, leadership research based on well-grounded theory referring to multiple levels is scarce. We seek to fill this gap by analyzing the relations between transformational leadership, trust in supervisor and team, job satisfaction, and team performance via multilevel analysis. Results are based on a sample of 360 employees from 39 academic teams. Transformational leadership was positively related to followers' job satisfaction at individual as well as team levels of analysis and to objective team performance. The relation between individual perceptions of supervisors' transformational leadership and job satisfaction was mediated by trust in the supervisor as well as trust in the team. Yet, trust in the team did not mediate the relationship between team perceptions of supervisors' transformational leadership and team performance. Implications for theory and research of leadership at multiple levels as well as for practice are discussed.

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

View Paper: https://www.semanticscholar.org/paper/94aa033b023f9faa231f9ef408a1c0a70a370f54

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The role of work motivation as a mediator on the influence of education-training and leadership style on employee performance (2020, neutral): “While in different settings, a number of researchers show an indirect relationship between leadership style and subordinate performance, which is mediated by organizational culture (Sinaga, Asmawi, Madhakomala, & Suratman, 2018), work environment (Imran, Fatima, Zaheer, Yousaf, & Batool, 2012), job-”
How transformational leadership predicts employees’ affective commitment and performance (2018, background): “According to Braun et al. (2013), the identification with, and attachment to, the leader results in improved AC in the followers.”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “…Relationships Between Leadership Behaviors and Employee Well-Being The most frequently examined leadership behaviors were change-oriented with the majority of studies measuring transformational leadership (e.g., Braun et al., 2013; Nemanich & Keller, 2007; Vlachos, Panagopoulos, & Rapp, 2013).”
Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment § (2016, result): “First, consistent with previous studies (Podsakoff, MacKenzie, Moorman, & Fetter, 1990; Piccolo & Colquitt, 2006; Braun et al., 2013), we find a positive direct (Study 1) and indirect association (Study 2) between perceived transformational leadership and job satisfaction.”
Transformational leadership and innovation: the mediating role of knowledge sharing amongst higher education faculty (2019, background): “Employees working under leaders practising inspirational motivation are encouraged to achieve the organisational vision because of the individual and team spirit that is created and are inspired to lead task-oriented commitment through sharing that vision (Braun, Peus, Weisweiler, & Frey, 2013).”