The role of collective efficacy in the relations between transformational leadership and work outcomes

By Fred Walumbwa, Peng Wang, John J. Lawler, Kan Shi. 2004

430 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d09b916b91f0f2ccdfaa2ecefc349c303542dc8e

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Transformational and passive avoidant leadership as determinants of absenteeism (2012, background): “, 2005), while the other half have found no significant relationship (Gakovic, 2002; Walumbwa et al., 2004; Wang and Walumbwa, 2007).”
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).”
Transformational, Transactional Leadership Styles and Job Performance of Academic Leaders. (2013, background): “Therefore, empirical research found that transformational leadership can positively envisage performance, behaviors and job attitudes of followers (Liao & Chuang 2007; Walumbwa et al., 2004).”
Understanding transformational leadership–employee performance links: The role of relational identification and self-efficacy (2011, methodology): “Further, by expressing confidence in their followers and demonstrating selfdetermination, transformational leaders are able to develop a high degree of trust and commitment among their followers (Walumbwa et al., 2004).”
Does Entrepreneurial Leadership Foster Creativity Among Employees and Teams? The Mediating Role of Creative Efficacy Beliefs (2019, background): “Additionally, prior research indicates that leadership predicts both individuals’ appraisals of themselves (self-efficacy) and their team members (team efficacy) (Chen and Bliese 2002; Walumbwa et al. 2004).”
Recognition and development of hope for South African organizational leaders (2004, background): “Overall, individual (Walumbwa et al., 2004; Walumbwa et al., n.d.) and meta-analytic findings clearly indicate that self-efficacy is positively related to work-related outcomes (Stajkovic and Luthans, 1998a, for a review).”