Transformational leadership and job performance : a social identity perspective
By Herman H. M. Tse, Warren C. K. Chiu. 2014
213 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/bbb27b0f527c6a14c5192020f0ca58397660610e
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Herman H. M. Tse
- Neal M. Ashkanasy
- Alexander Newman
- March L. To
- Neuza Ribeiro
- C. Neesham
- Eva Martínez
- D. Gomes
In Social Psychology
- Herman H. M. Tse
- Neal M. Ashkanasy
- Jennifer Turnnidge
- March L. To
- Neuza Ribeiro
- C. Neesham
- J. Côté
- Eva Martínez
Citations in the corpus
- How transformational leadership predicts employees’ affective commitment and performance (2018, background): “Studies that test the relationship between TL and followers’ performance have emerged (Biswas, 2014; Nielsen et al., 2009; Tse and Chiu, 2014; Vecchio et al., 2008).”
- Applying transformational leadership theory to coaching research in youth sport: A systematic literature review (2016, background): “Findings revealed that TFL may be successful in promoting positive developmental outcomes such as organisational citizenship behaviours (e.g. Tse & Chiu, 2014) because it enhanced followers’ level of identification with the team.”
- A multilevel model of transformational leadership, affect, and creative process behavior in work teams (2015, background): “As we noted earlier, authors such as Tse and Chiu (2014), Wang and Howell (2010) and Wu et al. (2010) have demonstrated the impacts of TFL across levels in a team setting.”
- Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises (2018, result): “Our findings also support the thesis that no single leadership style is effective for all situations they need to manage at work, because the effects of different leadership styles can be outcome-specific (Tse & Chiu, 2014).”
- Transformational leadership and employee performance: The role of identification, engagement and proactive personality (2019, background): “Second, individuals who perceive themselves as belonging to an organization see the collective’s interests as self-interest, which motivates behaviors in support of the collective (Tse and Chiu, 2014; Van Dick et al., 2008; Van Knippenberg, 2000).”