SummaryUsing a sample of 520 staff nurses employed by a large public hospital in Singapore, we examined whether psychological empowerment mediated the effects of transformational leadership on followers' organizational commitment. We also examined how structural distance (direct and indirect leadership) between leaders and followers moderated the relationship between transformational leadership and organizational commitment. Results from HLM analyses showed that psychological empowerment mediated the relationship between transformational leadership and organizational commitment. Similarly, structural distance between the leader and follower moderated the relationship between transformational leadership and organizational commitment. Implications for research and practice of our findings are discussed.

SummaryIn this study, we explore the theoretical model and structural dimensions of employee well-being (EWB) in organizations. Specifically, using both qualitative and quantitative methods, we find that EWB comprises three dimensions: life well-being, workplace well-being, and psychological well-being. We establish the reliability and validity of the newly developed EWB scale through a series of quantitative studies, which indicate that EWB is significantly correlated with affective organizational commitment and job performance based on the data collected from multiple sources at two points in time. We find that EWB has measurement invariance (configural invariance) across Chinese and American contexts. We also discuss the theoretical contributions of these findings to cross-cultural organizational behavior studies, along with the practical implications of our results.

What roles do CEOs play in firm performance? To address this question, the management field has accumulated a substantial amount of research over the past 3 decades built on upper echelons theory (UET), which posits that CEO characteristics manifest in firm strategic actions and, in this way, future firm performance. Hence, there is a need to systematically amass and take stock of prior empirical findings for UET testing and development. We use meta-analytic techniques to synthesize prior UET research on the relationships among commonly studied CEO characteristics, firm strategic actions, and future firm performance. Based on 308 studies, meta-analytic results generally support UET's predictions with a few exceptions: CEO characteristics (i.e., tenure, formal education, prior career experience, and positive self-concept) are significantly associated with firm strategic actions, which in turn are significantly related to future firm performance. Moreover, CEO characteristics (i.e., age, tenure, formal education, and prior career experience) are positively related to future firm performance. In addition, fine-grained analyses have revealed interesting and important relationships between specific measures of CEO characteristics (e.g., CEO prior task experience) and firm outcomes (e.g., firm strategic actions that match with CEO prior We thank Drs. Donald C. Hambrick, Bruce T. Lamont, Chad Van Iddekinge, Kibeom Lee, John Haleblian, and Huy Le for their valuable comments on an early version of this paper and/or assistance. We also thank all the authors of the primary studies, who collectively made this meta-analysis possible.

This study examined how transformational leadership directly and indirectly relates to supervisory‐rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest. Results revealed that one's identification with his or her work unit, self‐efficacy, and means efficacy were related to supervisor‐rated performance. The effect of transformational leadership on rated performance was also mediated by the interaction of identification and means efficacy, as well as partially mediated by the interaction of self‐efficacy and means efficacy. Implications for research, theory, and practice are discussed.

This study examines whether follower characteristics moderate the relationship between transformational leadership and follower work engagement. Data were collected from 140 followers and their 48 supervisors from a diverse range of industries in South Africa. Hierarchical linear modeling results show that follower characteristics moderate the positive relationship between transformational leadership and follower work engagement. More specifically, transformational leadership has a more positive effect on follower work engagement when follower characteristics are more positive. Implications of the findings for theory, research, and practice are discussed.

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