Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement

By Snjezana Kovjanic, Sebastian C. Schuh, Klaus Jonas. 2013

246 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e6abba14e87af268e6d2b62083dc7431bc4770b7

How researchers see this paper

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

In Demography

1. G. Castaño
2. İlhami Yücel
3. Yongzhan Li
4. Yongxin Li
5. Wilmar B. Schaufeli
6. Anouk Decuypere

In Organizational Behavior and Human Resource Management

1. Anouk Decuypere
2. G. Castaño
3. Yongzhan Li
4. Yongxin Li
5. İlhami Yücel
6. Wilmar B. Schaufeli
7. Arnold B. Bakker
8. Evangelia Demerouti

In Social Psychology

1. Anouk Decuypere
2. G. Castaño
3. Yongzhan Li
4. Yongxin Li
5. İlhami Yücel
6. Wilmar B. Schaufeli
7. Evangelia Demerouti
8. Arnold B. Bakker

Citations in the corpus

• Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic (2021, background): “…to employee performance included the coaching and competitiveness of salespeople (Shannahan et al. 2013), relations with their supervisor (Walumbwa and Hartnell 2011), the fulfillment of skill and connectivity requirements (Kovjanic et al. 2013), and the emotions of followers (Chi and Liang 2013).”
• Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers (2018, background): “Regarding the effects of leadership styles on employees’ work engagement, in spite of more and more supportive evidence of the link between transformational leadership and work engagement (Breevaart et al., 2014; Ghadi et al., 2013; Kovjanic et al., 2013; Raja, 2012; Song et al., 2012; Vincent-Höper”
• Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “First, competence and relatedness need satisfaction mediated the relationship between transformational leadership and work engagement (Kovjanic et al., 2013), while psychological need satisfaction (as a composite construct) mediated the effect of servant leadership on engagement (van Dierendonck et ”
• Daily transactional and transformational leadership and daily employee engagement (2014, unknown): “In an online experiment, Kovjanic, Schuh, and Jonas (2013) found that individuals who imagined their leader to be transformational by reading a vignette were more engaged because it fulfilled their need for relatedness and need for competence.”
• Engaging leadership in the job demands-resources model (2015, background): “This agrees with Kovjanic et al. (2013) who found that transformational leadership satisfied the three basic psychological needs and that, in its turn, need satisfaction was related to work engagement.”
• 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…”