Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership

By Adam M. Grant. 2012

605 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/eb040ca51bc18e30b9390234ca46d3bf6158834a

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In Organizational Behavior and Human Resource Management

Citations in the corpus

The Effects of Perceived Corporate Social Responsibility on Employee Attitudes (2014, background): “Grant (Grant, 2008: 119) further states that based on initial findings, significance may play a much stronger role in influencing employees than previously considered in the literature.”
Transformational Leadership, Transactional Leadership, and Employee Creativity in Entrepreneurial Firms (2018, background): “However, rhetoric alone may not be sufficient to trigger such behaviors (Grant, 2012).”
“You Wouldn’t Like Me When I’m Sleepy”: Leaders’ Sleep, Daily Abusive Supervision, and Work Unit Engagement (2014, background): “Work engagement is related to leadership to the extent that effective leaders help subordinates to view their work as meaningful and valuable, and to attach their identities to the work itself (Bono & Judge, 2003; Grant, 2012).”
When Job Performance is All Relative: How Family Motivation Energizes Effort and Compensates for Intrinsic Motivation (2017, background): “This awareness of impact is one of the driving forces behind the desire to expend effort to benefit others (Grant, 2008b, 2012; Grant et al., 2007).”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, background): “The positive effects of relational work design are boosted by transformational leadership (Grant 2012b).”
Microfoundations for Strategy: A Goal-Framing Perspective on the Drivers of Value Creation (2013, background): “Grant (2012) suggests that transformational leadership is most effective with respect to motivating followers when leaders lead by example and engage in direct contact with followers.”
A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance (2014, background): “We measured the prosocial impact of the vision, since visions often have overtones of prosocial behavior (Grant, 2012).”
From strengths use to work performance: The role of harmonious passion, subjective vitality, and concentration (2014, neutral): “, 2012; Hodges & Clifton, 2004), meaning (Grant, 2012; Harzer & Ruch, 2012; Littman-Ovadia & Steger, 2010), and job 344 P.”
Fostering meaningful work in organizations: A multi-level review and integration (2019, background): “Also, when employees have the possibility to decide themselves on the cause of the volunteering and engage in it voluntarily, they are more likely to experience increased work meaningfulness (Grant, 2012).”
New Routes to Recruiting and Retaining Women in STEM: Policy Implications of a Communal Goal Congruity Perspective (2015, background): “Grant (2007, 2012) posits that the relational architecture of jobs is central to worker engagement, satisfaction, and performance.”