Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance

By Radostina K. Purvanova, J. Bono, Jessica L. Dzieweczynski. 2006

289 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9a5184918344ddf221a2f1d17168d6c37687d520

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In Demography

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Determinants of Organizational Citizenship Behavior and Its Outcomes (2013, background): “In their empirical study, Purvanova, Bono, and Dzieweczynski (2006) asserted that leaders' transformational behavior influences employees' attitude, behavior, and perception on their job (e.g., meaningfulness and importance of the work), which lead to employees' citizenship performance.”
Transformational leadership and commitment: A multilevel analysis of group-level influences and mediating processes (2010, methodology): “Recent work by Piccolo and Colquitt (2006) and Purvanova et al. (2006) further support this rationale.”
Factors Affecting Job Performance: A Review of Literature (2012, background): “There is increasing evidence that a variety of the relationship between transformational leadership and employee performance (Purvanova et al., 2006).”
Leadership and Organizational Citizenship Behavior: OCB-Specific Meanings as Mediators (2011, background): “Several studies have examined the association between task significance and OCB, contending that employees’ positive perceptions of job characteristics are associated with a higher level of intrinsic motivation, which in turn leads to a higher frequency of OCB (Farh et al. 1990; Piccolo and Colquitt”
Measurement of Transformational Leadership and its Relationship with Team Cohesion and Performance Level (2009, methodology): “Researchers using the MLQ-5X have found transformational leadership to positively influence individual and group outcomes in business (eg, Purvanova, Bono, & Dzieweczynski, 2006 ), the military (eg, Dvir, Eden, Avolio, Bass, & Shamir, 2002 ), and education ( Barnett & McCormick, 2004 ).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “, 2010), and OCB, in a study where task significance and task importance were also identified as mediators (Purvanova et al., 2006).”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “This evidence points to a novel interpretation of recent studies linking transformational leadership to perceptions of job enrichment and meaningfulness (Piccolo & Colquitt, 2006; Purvanova et al., 2006).”
Fostering meaningful work in organizations: A multi-level review and integration (2019, background): “…toward inspiring their employees to craft or design their jobs rather than simply managing their incentives, transformational leaders (Bass, 1990; Purvanova et al., 2006) send a similar message: “It is worth our time speaking toward your aspirations to enable you to feel motivated to work with…”