No abstract

Purpose The purpose of this study is to examine the influences of transformational leadership behaviors on followers’ task performance and organizational citizenship behaviors, the potential mediating role of affective trust and moderating effect of follower tenure with leader in these relationships. Design/methodology/approach The authors collected survey data from 197 employees from various organizations in Turkey, operating in several sectors. To test the relationships among study variables, the authors followed the moderated mediation procedure suggested by Hayes (2013). Findings The findings indicated that transformational leadership behaviors have significant positive effects on both followers’ task performance and organizational citizenship behaviors. Furthermore, mediational analyses showed that affective trust mediated the relationship between transformational leadership behaviors and followers’ task performance. Moreover, the moderation analysis shows that the effect of transformational leadership behaviors on affective trust depended on leader–follower dyadic tenure, with the effect of transformational leadership behaviors being greater at high level of leader–follower dyadic tenure. Research limitations/implications This study provides evidence of the positive relationship of transformational leadership behaviors with followers’ affective trust at work and task performance. Such knowledge suggests that improving leaders’ skills and capabilities in terms of transformational leadership through training might lead organizations to work more effectively. Originality/value This study contributes to the existing literature by showing the importance of affective trust, explaining why transformational leaders can motivate and influence followers to achieve a higher performance. In addition, this research provides knowledge about transformational leadership effectiveness in developing countries, mainly in Turkey.

Özet

Purpose – Drawing upon prior researches on the social exchange theory, we examine the effect of employee demographic variables on psychological contract fulfillment, which eventually influences employee’s job satisfaction, intention to leave, organizational citizenship behavior, cynicism, and task performance. Research methodology – Data from 274 employees of different manufacturing enterprises has been collected through the survey. Description and interpretation statistics are used through SPSS and also AMOS. Structural equality modeling is used to assess the psychological contract’s mediating function. Findings – Data analysis shows that psychological contract fulfillment mediated positive relationships between demographic variables and constructive job outcomes; in contrast, mediated negative relationships between demographic variables and destructive job outcomes. Research limitations – This paper applies data from the manufacturing industry operating in Turkey, which may prevent the generalizability of the paper. More study is needed to confirm these results on different samples in order to generalize findings. In addition, the data comes from a single source, raising the risk of common technique bias, and is focused solely on self-reports. Practical implications – The study suggests that organizations review and revise their ideas on the exchange connection with their workforce as job outcomes of employees are connected to PC fulfillment. In practice, managers and leaders may highlight that such fulfillment constitutes an investment of resources into and a long-term commitment to the employee in addition to satisfying relational responsibilities. Leaders should place a strong emphasis on increasing employee commitment levels. Creating a culture of trust and loyalty fosters beneficial behavioral and attitudinal results among employees. Originality/Value – This study investigated psychological contract fulfilment’s mediator effect on the relationship between demographic differences and job outcomes.

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