How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees' needs as mediating links†

By Snjezana Kovjanic, Sebastian C. Schuh, Klaus Jonas, Niels Van Quaquebeke, Rolf van Dick. 2012

284 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e0ea15aef1abc42d304beb71a777fc6d8a89dda4

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Transformational Leadership and Well-Being in Sports: The Mediating Role of Need Satisfaction (2014, background): “Recent studies have revealed that need satisfaction mediates the relationship between transformational leadership and student engagement (Wilson et al., 2012), in addition to its influence on employee commitment, job satisfaction, and self-efficacy (Kovjanic et al. 2012).”
Uncovering the underlying relationship between transformational leaders and followers’ task performance (2014, unknown): “Although several studies have shown that transformational leaders fulﬁll their followers ’ basic needs (e.g., Kovjanic et al., 2012, 2013), we pro-pose that transformational leaders fulﬁll followers ’ basic needs, because they provide their followers with more job resources: Hypothesis 2 : Follower…”
Self-Determination Theory in Work Organizations: The State of a Science (2017, background): “Furthermore, research has shown that the relations of transformational leadership to work engagement, commitment, and job satisfaction is mediated by satisfaction of basic needs (Gözükara & Simsek 2015, Kovjanic et al. 2012).”
Gender Differences in Leadership Role Occupancy: The Mediating Role of Power Motivation (2014, methodology): “This approach has been repeatedly applied in previous studies because it reaches large heterogeneous samples of working individuals (e.g., Kovjanic et al., 2012; Van Quaquebeke et al. 2011).”
The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior (2021, background): “Third, our evidence suggests in accordance with existing studies (Klaeijsen, 2015; Kovjanic et al., 2012) that the relationship between transformational leadership and IWB may be explained by transformational leaders' contributions to employees' feelings of competence, which, in turn, facilitate IWB”
Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement (2013, methodology): “Following previous research (Kovjanic et al., 2012), we chose this scale due to our interest in the leader as the central factor for needs satisfaction.”
Employees’ self-determined motivation, transformational leadership and work engagement (2019, background): “Second, transformational leaders encourage individuals to develop new approaches to efficiently accomplish their tasks, offering them freedom and autonomy in doing so (Kovjanic et al., 2012).”
Mindfulness, Work Climate, and Psychological Need Satisfaction in Employee Well-being (2015, background): “Accordingly, need satisfaction at work has been related to lower general ill-being and higher general well-being (e.g., Baard et al. 2004; Gagne et al. 2000; Ilardi et al. 1993; Kovjanic et al. 2012; Parfyonova 2009).”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, unknown): “Engaging in super-visory coaching is also a way in which concern for employees ’ need for competency (Kovjanic et al. 2012), a hallmark of personal consideration, can be understood and directly expressed.”