Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership
By Azka Ghafoor, M. Tahir, M. A. Qureshi, S. Khan, Hijazi Tahir. 2011
185 citations recorded by the source corpus.
In this study, we examined the relationship between transformational leadership, employee engagement and employee performance. Furthermore the mediating effect of psychological ownership in the dimensions of self-efficacy, belongingness, self-identity and accountability are studied in the relationship of these variables with employee performance. The empirical findings of data, collected through questionnaires from sample of 270 employees and managers of telecom companies indicated significant relationship between transformational leadership, employee engagement practices and employee performance. Results also supported the mediation of psychological ownership in relationship of these variables. Managerial implications and future research directions are discussed. Key words: Transformational leadership, employee engagement, employee performance, psychological ownership.
Subfields: Artificial Intelligence, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/eb0d186c866945b72557a95ff76854db3dfec258
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In Artificial Intelligence
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers (2018, methodology): “Previous research mainly focused on the mediating or moderating effect of collaboration, job autonomy, organizational identification, emotional intelligence and followers’ characteristics (Ghafoor et al., 2011; Gözükara and S ims ek, 2015; Ochalski, 2016; Soieb et al., 2015; Wang et al., 2015; Zhu e”
- Psychological Ownership: A Meta-Analysis and Comparison of Multiple Forms of Attachment in the Workplace (2020, background): “Thus, we argue that factors that enhance people’s perceived control, including transformational leadership (Ghafoor et al., 2011), autonomy (Pierce, O’Driscoll, & Coghlan, 2004), and perceived power (Pierce et al., 2004), can predict their PO.”
- Impact of Leadership Style on Organizational Performance: A Case Study of Nigerian Banks (2013, background): “It basically helps followers achieve their goals as they work in the organizational setting; it encourages followers to be expressive and adaptive to new and improved practices and changes in the environment (Azka et al., 2011). According to Michael (2011) leadership has a direct cause and effect re”