Moderating role of subordinates' attitudes on transformational leadership and effectiveness: A multi-cultural and multi-level perspective.

By Dongil Jung, Francis J. Yammarino, Jin K. Lee. 2009

167 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/be12105840c5825782953d11275e98d3af957e20

How researchers see this paper

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

In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation (2012, background): “…2009), leader–member relationship such as trust, loyalty, social distance, and physical distance (Cole, Bruch, & Shamir, 2009; Howell, Neufeld, & Avolio, 2005; Jung et al., 2009), and organizational characteristics such as environmental uncertainty and technological change (de Hoogh et al., 2004).”
Assessing the spiritual leadership effectiveness: The contribution of follower's self-concept and preliminary tests for moderation of culture and managerial position (2013, background): “After studying a group of Korean samples, Jung et al. (2009) argued that “since subordinates are highly motivated to accomplish organizational goals, willing to put extra effort, and share common goals… transformational leaders in collectivistic cultures aremore likely tomotivate followers towork…”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “In a related vein, leader–follower agreement in work attitudes moderated relationships with job satisfaction and leader-rated team goal fulfillment (Wolfram & Mohr, 2009), and leader–follower value congruence moderated the relationship with perceived effectiveness (Jung et al., 2009).”
How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees' needs as mediating links† (2012, result): “This approach is in line with recent work on cross-level analyses of leadership, which found that transformational leadership operates at the individual level of analysis rather than at the dyadic or group level (Jung et al., 2009).”