Self-Concordance at Work: Toward Understanding the Motivational Effects of Transformational Leaders

By J. Bono, T. Judge. 2003

1,443 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/cbec1a63ab9af6db51f5c7cbbb9a085eeaf683fe

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement (2009, positive): “This combination strategy is consistent with many recent empirical studies (Avolio et al., 2004; Bono & Judge, 2003; Judge & Piccolo, 2004; Zhu et al. / Follower Characteristics 601 Kark, Shamir, & Chen, 2003; Walumbwa et al., 2008; Walumbwa, Orwa, Wang, & Lawler, 2005; Walumbwa, Wang, Lawler, &…”
HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS (2008, background): “…effects are ultimately realized in terms of performance outcomes (e.g., Avolio, Zhu, Koh, & Puja, 2004; Bass, Avolio, Jung, & Berson, 2003; Bono & Judge, 2003; Kark, 793 794 Wa l u m b W a, av o l i o, & Zh u i n Pe r s o n n e l Ps y c h o l o g y 61 (2008) Shamir, & Chen, 2003; Liao &…”
Perceived organizational support, employee creativity and proactive personality: The mediating effect of meaning of work (2018, background): “Bono and Judge (2003) argue that individuals who think that there is concordance between their work and their individual goals, thereby developing self-harmony, have high motivation and satisfaction, and thus perform better.”
Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationships. (2007, background): “These values are comparable to the median ICC values of aggregated constructs reported in the organizational literature (see Bliese, 2000; Schneider et al., 1998) and in prior studies of TFL (e.g., Bono & Judge, 2003; Chen & Bliese, 2002).”
Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions (2014, positive): “…empirical and meta-analytic studies suggest that followers working with transformational leaders are more committed to their organizations and demonstrate fewer withdrawal behaviors (Walumbwa, Wang, Lawler & Shi, 2004; Bono & Judge, 2003; Walumbwa & Lawler, 2003; Barling, Weber & Kelloway, 1996).”
A Profile Approach to Self-Determination Theory Motivations at Work. (2012, background): “…autonomy-supportive environments) lead to better well-being and effectiveness than controlled motivations (e.g., external, introjected; Baard, Deci, & Ryan, 2004; Bono & Judge, 2003; Deci et al., 2001; Greguras & Diefendorff, 2010; Ilardi, Leone, Kasser, & Ryan, 1993; Kasser, Davey, & Ryan, 1992).”
Servant leadership versus transformational leadership in voluntary service organizations (2011, background): “Transformational leader practices influence followers to achieve goals, and increase confidence, commitment, and job performance ( Bono and Judge, 2003”
How do job characteristics contribute to burnout? Exploring the distinct mediating roles of perceived autonomy, competence, and relatedness (2013, methodology): “To obtain similar outcomes, managers could also use transformational leadership behaviours, as other studies (e.g., Bono & Judge, 2003) have linked transformational behaviours to autonomous motivation in employees, which entails the satisfaction of psychological needs.”
Principals' leadership and teachers' motivation: Self‐determination theory analysis (2011, background): “Nonetheless, few studies have directly examined the relationship between various styles of leadership and different types of motivation among followers (Bono and Judge, 2003).”
Transformational leadership and followers' attitudes: the mediating role of psychological empowerment (2008, positive): “These mediator variables have included: i) collective efﬁcacy (Walumbwa, Wang, Lawler and Shi 2004); ii) self-concordance at work (Bono and Judge 2003); iii) core job characteristics (Piccollo and Colquitt 2006); iv) person–organization ﬁt (Huang, Cheng and Chou 2005); and v) leader–member exchange…”
The Effect of Leadership on Follower Moral Identity: Does Transformational/Transactional Style Make a Difference? (2011, background): “Following Bono and Judge (2003), we conducted an experimental study to examine whether we could replicate the findings reported above and whether the effect of leadership on follower moral identity could be a causal one.”