Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms

By Fred Walumbwa, Bani Orwa, Peng Wang, John J. Lawler. 2005

385 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ba82442a67f2d631fa272546bcfddb2f72b6c9e8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. Fred Walumbwa
2. A. Humphrey
3. Bruce J. Avolio
4. James Avey
5. Weichun Zhu
6. L. Hughes
7. F. Ebrahim
8. Rusliza Yahaya

In Organizational Behavior and Human Resource Management

1. Bruce J. Avolio
2. James Avey
3. Fred Walumbwa
4. Weichun Zhu
5. Fred Luthans
6. L. Hughes
7. A. Humphrey
8. F. Ebrahim

In Social Psychology

1. James Avey
2. Bruce J. Avolio
3. Fred Walumbwa
4. Fred Luthans
5. Weichun Zhu
6. L. Hughes
7. F. Ebrahim
8. Russ Marion

Citations in the corpus

• Effects of Work Motivation and Leadership toward Work Satisfaction and Employee Performance: Evidence from Indonesia (2020, result): “These findings also support the research result shown by Walumbwa et al. (2005) revealed that transformational leadership has a strong and positive effect on organizational commitment and job satisfaction in both cultures.”
• Leadership styles and organizational commitment: literature review (2016, background): “However, Walumbwa et al. (2005) found a contrasting result.”
• Exploring how instructional leadership affects teacher efficacy: A multilevel analysis (2021, background): “A number of studies found that trust in the administrator mediates the relations between transformational leadership and faculty attitudes (Chun et al., 2009; Dirks and Ferrin, 2002; Walumbwa et al, 2005).”
• Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions (2014, neutral): “In the majority of reported studies, transformational leadership has been considered as a single construct (Simosi & Xenikou, 2010; Castro et al., 2008, Walumbwa et al., 2005; Avolio et al., 2004).”
• Transforming with levity: humor, leadership, and follower attitudes (2009, background): “), and organizational commitment and job satisfaction in a study with Kenyan and US samples ( Walumbwa et al. , 2005”
• Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement (2009, result): “…such as that in Africa, research has shown remarkably consistent results across cultures regarding the effects of transformational leadership (Avolio et al., 2004; Bass, 1998; House, Hanges, Javidan, Dorfman, & Gupta, 2004; Walumbwa et al., 2004; Walumbwa et al., 2005; Walumbwa et al., 2007).”
• Transformational Leadership and Organizational Citizenship Behaviors: The Role of Organizational Identification (2012, background): “Judge 2003; Judge & Piccolo, 2004), and several researchers have done second-order confirmatory factor analyses (CFAs) in order to establish added justification for using a single construct of transformational leadership (Walumbwa et al., 2008; Walumbwa et al., 2005).”