Transformational Leadership and Work-Related Attitudes: The Moderating Effects of Collective and Self-Efficacy Across Cultures

By Fred Walumbwa, John J. Lawler, Bruce J. Avolio, Peng Wang, Kan Shi. 2005

190 citations recorded by the source corpus.

In this study, we examined how collective and self-efficacy moderated the influence of transformational leadership on followers' work-related attitudes (i.e., organizational commitment and job satisfaction) using hierarchical linear modeling. Data for this study were collected from 37 bank branches and 644 individuals in China (n = 208), India (n = 194), and the United States (n = 242). Results revealed that transformational leadership and efficacy beliefs were positively related to followers' work-related attitudes. Aggregated collective and self-efficacy moderated the relationship between transformational leadership and followers' work-related attitudes. Limitations of the study and implications of these findings for practice and research are discussed. Key words: Transformational leadership, efficacy beliefs, and work attitudes.

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

View Paper: https://www.semanticscholar.org/paper/fabfc624859431803f6fd95e84066ded2931bc4b

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Citations in the corpus

Transformational leadership and followers' attitudes: the mediating role of psychological empowerment (2008, unknown): “Following the advice of Antonakis ( 2001 ), who is an expert in the five-factor version of MLQ, and advice contained in other recent studies (Bono and Judge 2003 ; Walumbwa, Lawler, Avolio, Wang and Shi 2005 ), a measure of transformational leadership was chosen for the present study in which item”
Assessing the spiritual leadership effectiveness: The contribution of follower's self-concept and preliminary tests for moderation of culture and managerial position (2013, background): “When the subordinates recognize the goals of the organization and accomplish the goals, the needs for organizational recognition or self-worth (Pierce & Gardner, 2004) as well as the sense of self-competence (Walumbwa et al., 2005, 2004) are then fulfilled.”
The relationship between leadership styles and organizational commitment in Malaysia: role of leader–member exchange (2010, background): “Walumbwa et al. (2005) contended that 20 years of leadership studies have concluded that leaders who possess some values of transformational leadership style would generate higher levels of employees commitment and satisfaction.”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “Collective- and self-efficacy moderated relationships with organizational commitment and job satisfaction (Walumbwa et al., 2005).”
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).”
Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “Moreover, transformational leadership can have a causal effect on employees’ job performance, job satisfaction and organisational commitment (Bono and Judge, 2003; Bycio et al., 1995; Hater and Bass, 1988; Judge and Bono, 2000; Krishnan, 2005; Walumbwa and Lawler, 2003; Walumbwa et al., 2005).”