Transformational leaders and work performance: the mediating roles of identification and self-efficacy

Abstract

In this study we investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees. We also proposed and tested two mediating processes through which transformational leaders would enhance the performance of their staff: stronger follower identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 managers from a multinational company that operates in the financial sector. The proposed structural equation model was assessed with Partial Least Squares (PLS) techniques. The results suggest that perceived transformational leadership is associated with higher levels of task performance and helping behaviors. Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and practice.

Impact of Transformational Leadership on Job Performance

“…As per exchange theory, when a person provides something of value to another person, it becomes obligatory for the recipient to reciprocate (Blau, 1964), which yields beneficial consequences for the followers such as trust (Podsakoff, Mackenzie, Moorman, & Fetter, 1990), career advancement (Dubinsky, Yammarino, & Jolson, 1995), self efficacy (Walumbwa & Hartnell, 2011), identification (Humphrey, 2012;Juan, Malero, Topa, & Nangin, 2011), job satisfaction (Mohammad, Zeaud, & Batayneh, 2011), and job performance (JP) (Geyer & Steyrer, 1998;Koh, Steers, & Terborg, 1995). At organizational level, it results in organizational commitment (Avolio, Zhu, Koh, & Bhatia, 2004;Ramachandran & Krishnan, 2009), organizational citizenship behavior (Humphrey, 2012;Lian & Tui, 2012), and identification (Cavazotte, 2013;Humphrey, 2012;Walumbwa & Hartnell, 2011). Many researchers like Bushra, Usman, and Naveed (2011), Dvir, Eden, Avolio, and Shamir (2002); Geyer and Steyrer (1998); Grant (2012) ;Wang, Law, Hackett, Wang, and Chen (2005); and Yang, Melien, Chieh, and Yushin (2011) have identified direct impact of TL on JP.…”

“…Many researchers like Bushra, Usman, and Naveed (2011), Dvir, Eden, Avolio, and Shamir (2002); Geyer and Steyrer (1998); Grant (2012) ;Wang, Law, Hackett, Wang, and Chen (2005); and Yang, Melien, Chieh, and Yushin (2011) have identified direct impact of TL on JP. But there are other researchers, who viewed that TL affects JP through other variables like trust (Gillespie & Mann, 2000), self efficacy (Cavazotte, 2013;Walumbwa & Hartnell, 2011), collective efficacy (Walumbwa, Wang, Lawler, & Shi, 2004), organizational citizenship behavior (Boerner, Eisenbeiss, & Griesser, 2007), leader-member exchange (LMX; Carter et al, 2009;Wang et al, 2005), and identification (Cavazotte, 2013;Walumbwa & Hartnell, 2011). The second notion is better as leaders create trust and confidence among the followers, which makes them perform better.…”

Team Potency and Its Impact on Performance via Self-efficacy and Adaptability

“…In this sense, these elements are conductors for the positive effects self-efficacy has on individual performance, supporting the elaboration of another hypothesis. Furthermore, there is evidence that with an increase in task effort and engagement, self-efficacy impacts sales person performance (Lai & Chen, 2012;Wang & Netermeyer, 2002) and generates better results for activities (Cavazotte et al, 2013;Chen et al, 2001). Thus, we suggest: H4: Self-efficacy has a positive impact on sales person performance.…”

“…In this context of different conditions, research about team potency (Gully, Incalcaterra, Joshi, & Beaubien, 2002;Jong, Ruyter, & Wetzels, 2005, 2006, interpersonal climate (Ahearne, Mackenzie, Podsakoff, Mathieu, & Lam, 2010;Gil, Rico, Alcover, & Barrasa, 2005;Jong, Ruyter, & Lemmink, 2004), selfefficacy (Cavazotte, Moreno, & Bernardo, 2013;Chen, Casper, & Cortina, 2001;Jong et al, 2006;Wang & Netemeyer, 2002), and adaptability (Griffin & Heskesh, 2005;Predmore & Bonnice, 1994;Pulakos, Arad, Donovan, & Plamondon, 2000;Verbeke, Belschak, Bakker, & Dietz, 2008) have advanced the understanding of team resourcefulness by proposing theoretical and practical implications.…”

Is Leadership an Ideology? A Research Project Inspired by T. W. Adorno

“…Bennis and Nanus (1988) also conclude that the academy would have produced more than 350 examples of the term "leadership settings" before the 1980s. Approach optics have also multiplied since people are seeking to relate the lead with personal attributes, behavior styles, a mix of features, styles and situations, its purpose -which originated the concepts of transactional and transformational leadership (Burns, 1978) -and culture, to name a few major lines that have guided the research in nations, including Brazil (Cavazotte, Moreno & Bernardo, 2013).…”