Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance

Avolio, Bruce J.; Zhu, Weichun; Koh, William L.; Bhatia, Pradeep Kumar

doi:10.1002/job.283

Cited by 1,128 publications

(1,056 citation statements)

References 73 publications

(86 reference statements)

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“…These changes are also pervasive among the manufacturing organizations sampled in this study. Because leadership is viewed as a key factor in organizations undergoing transition and development (Avolio, Zhu, Koh, & Bhatia, 2004), we expected that this context would provide an ideal test of the relationships between ethical leadership and follower voice behavior and job performance.…”

Section: Context -Romaniamentioning

confidence: 99%

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

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147

123

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Previous studies have established the relationship between ethical leadership and a variety of positive follower outcomes. They have investigated a number of psychological mechanisms that mediate these relationships. In terms of mediators, follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance. In this research, we incorporate a second distinct and theoretically important type of social identification process, relational identification with the leader, along with organizational identification, and examine their mediating effects on follower performance and voice outcomes. Further, we bring the implicit theory of morality to the behavioral ethics literature and examine follower morality beliefs as a moderator. Using a Romanian sample of 302 followers under the supervision of 27 leaders, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person's moral character is fixed. Theoretical and practical implications are discussed.Keywords: Ethical leadership; relational identification; organizational identification; voice; implicit theory of morality (Mayer et al., 2012;Stouten et al., 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships. The ethical leadership construct was initially proposed to rely on social learning processes to produce its effects (Brown et al., 2005). More recently, researchers have emphasized the prominent role of social identification processes by focusing on organizational identification as a mediator . We propose a model that includes two types of social identification mechanisms as mediators and that proposes a moderator of these effects that is new to the behavioral ethics literature, implicit morality beliefs.Identification processes have previously been proposed as a potential mediating mechanism (e.g., Brown & Mitchell, 2010) in the ethical leadership/outcome relationship . We expand the prior exclusive focus on organizational identification to account for the likely important role played by an employee's relational identification with the leader. Relational identification represents the extent to which one defines oneself in terms of a given role-relationship (Sluss & Ashforth, 2007), in this case, Perhaps more importantly, we propose that these identification processes will operate differently for employees holding different implicit morality beliefs. Individuals hold and utilize different implicit theories to make sense of the social world (Gopnik & Wellman, 1994;Kelly, 1955). These beliefs represent unspoken assumptions that can influence how people understand and structure their experiences. Although the implicit theory of managers has been shown to influence procedural justice and performance appraisal of...

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Section: Context -Romaniamentioning

confidence: 99%

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

Self Cite

147

123

View full text Add to dashboard Cite

show abstract

“…Indeed, these leaders increase employee motivation, improve organizational effectiveness and performance, and increase their proficiency (Rafferty and Griffin 2004). Also, it allows the transformational leader to create incentives for greater involvement of employees by encouraging them to find new solutions for different problems and challenges and identifying their needs (Avolio et al 2004;Best, 2001). With regard to above points, the following suggestion is recommended:…”

Section: Transformational Leadership and Employee Motivationmentioning

confidence: 99%

“…Therefore, understanding the different needs of each of the followers, led to the development of personal potential (Avolio et al 2004). In conclusion, it can be posited that transformational leadership style serves as a major factor affecting internal marketing dimensions.…”

Section: Transformational Leadership Training and Developmentmentioning

confidence: 99%

“…Also, identification of diverse needs of employees contributes to their personal development. As such, transformational leaders are capable of motivating subordinates to be more involved in their job by encouraging them to find novel solutions for problems and challenges, and identifying their need, which subsequently induces high we level of organizational obligation in subordinates (Avolio et al 2004). …”

Section: The Relationship Between Tl and Im: Individual And Organizatmentioning

confidence: 99%

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Why leadership style matters: a closer look at transformational leadership and internal marketing

Akbari

Amiri

Imani

et al. 2017

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Purpose -The main purpose of this study is to evaluate the relationship between transformational leadership and internal marketing which is underscored by the centrality of human resources in satisfying employee's needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty.Design/methodology/approach -This study develops a model and a number of propositions, based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty Findings -The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization. Research limitations/implications -The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty towards the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals.Originality/value -Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other's level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.

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“…It consists of factors like stress tolerance and impulse control. General mood as described by Avolio et al (2004) is concerned with feeling and expressing positive emotions and being optimistic. It comprises of optimism and happiness.…”

Section: Literature Reviewmentioning

confidence: 99%

A Phenomenological Analysis of Managerial Capability in SMEs in Nigeria

Roman¹,

Samy

Soliman

2016

MJSS

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Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance

Cited by 1,128 publications

References 73 publications

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Why leadership style matters: a closer look at transformational leadership and internal marketing

A Phenomenological Analysis of Managerial Capability in SMEs in Nigeria

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