Abstract:Transformational leaders are known to inspire and motivate their followers, thereby leading to enhanced job satisfaction. Job satisfaction is an intellectual concept regarding individuals' attitudes toward their jobs. This study asserts that the underlying mechanisms for transformational leadership to affect employee satisfaction are trust in the community, including the leader (that is, organization) and trust in the self, namely self-efficacy. Leadership is specifically associated with continual transformati… Show more
“…The results suggest that the effect of transformational leadership on volunteers’ proactive behavior is partially mediated by role breadth self‐efficacy ( can do ) and positive affect ( energized to ). This is in line with previous research, which has shown the positive effect of transformational leaders on self‐efficacy (Yıldız & Şimşek, ), and positive emotions for volunteers (Rowold & Rohmann, ). These results integrate these findings in a comprehensive model that may partially explain conflicting findings in previous research (Dwyer et al, ) exploring only the direct effect of transformational leadership on volunteer contributions.…”
Section: Discussionsupporting
confidence: 92%
“…The relevance of can do motivation to proactive behavior is through the impact of the belief that the proactive behavior will lead to the desired outcome (Frese & Fay, ), the perceived costs (Aspinwall, ), and the confidence of being able to engage in proactive behaviors, in other words, self‐efficacy (Ohly & Fritz, ; Parker & Collins, ). Previous research found the relation between transformational leadership and job satisfaction for professionals in a nonprofit organization was fully mediated by self‐efficacy and trust (Yıldız & Şimşek, ). Given that transformational leadership encourages followers to go beyond expectations (Bycio et al, ), transformational leadership may enhance follower’s role breadth self‐efficacy and the confidence in being able to carry out a broader and more proactive role, beyond prescribed tasks (Parker, ), leading to proactive behavior.H1: Role breadth self‐efficacy mediates the positive effect of transformational leadership on proactive behavior.…”
Section: Transformational Leadership and Motivation To Proactivitymentioning
This study explored how transformational leaders can enhance volunteers' proactive behavior in an all-volunteer nonprofit organization. Based on Parker, Bindl, and Strauss's model of motivation, it was hypothesized that role breadth self-efficacy, work values (self-direction/ stimulation and universalism/benevolence), and positive affect would mediate the transformational leadershipproactive behavior relationship. Data came from 141 volunteers in Brazilian chapters of an international not-forprofit organization. The model was tested using structural equation modeling, with mediation hypotheses tested by estimating the indirect effects using bias-corrected intervals. Comparative fit index (.97) and standardized root mean square residual (.05) fit statistics indicate the model is plausible. These findings contribute to the understanding of the role that leaders play in increasing followers' proactive behavior in volunteer organizations.
K E Y W O R D Sproactive behavior, proactive motivation, taking charge, transformational leadership, volunteer work
“…The results suggest that the effect of transformational leadership on volunteers’ proactive behavior is partially mediated by role breadth self‐efficacy ( can do ) and positive affect ( energized to ). This is in line with previous research, which has shown the positive effect of transformational leaders on self‐efficacy (Yıldız & Şimşek, ), and positive emotions for volunteers (Rowold & Rohmann, ). These results integrate these findings in a comprehensive model that may partially explain conflicting findings in previous research (Dwyer et al, ) exploring only the direct effect of transformational leadership on volunteer contributions.…”
Section: Discussionsupporting
confidence: 92%
“…The relevance of can do motivation to proactive behavior is through the impact of the belief that the proactive behavior will lead to the desired outcome (Frese & Fay, ), the perceived costs (Aspinwall, ), and the confidence of being able to engage in proactive behaviors, in other words, self‐efficacy (Ohly & Fritz, ; Parker & Collins, ). Previous research found the relation between transformational leadership and job satisfaction for professionals in a nonprofit organization was fully mediated by self‐efficacy and trust (Yıldız & Şimşek, ). Given that transformational leadership encourages followers to go beyond expectations (Bycio et al, ), transformational leadership may enhance follower’s role breadth self‐efficacy and the confidence in being able to carry out a broader and more proactive role, beyond prescribed tasks (Parker, ), leading to proactive behavior.H1: Role breadth self‐efficacy mediates the positive effect of transformational leadership on proactive behavior.…”
Section: Transformational Leadership and Motivation To Proactivitymentioning
This study explored how transformational leaders can enhance volunteers' proactive behavior in an all-volunteer nonprofit organization. Based on Parker, Bindl, and Strauss's model of motivation, it was hypothesized that role breadth self-efficacy, work values (self-direction/ stimulation and universalism/benevolence), and positive affect would mediate the transformational leadershipproactive behavior relationship. Data came from 141 volunteers in Brazilian chapters of an international not-forprofit organization. The model was tested using structural equation modeling, with mediation hypotheses tested by estimating the indirect effects using bias-corrected intervals. Comparative fit index (.97) and standardized root mean square residual (.05) fit statistics indicate the model is plausible. These findings contribute to the understanding of the role that leaders play in increasing followers' proactive behavior in volunteer organizations.
K E Y W O R D Sproactive behavior, proactive motivation, taking charge, transformational leadership, volunteer work
“…The implications of these findings have applicability across national settings and for effective management of nonprofit organizations internationally. Striving to find ways nonprofit leaders can increase employee job satisfaction and service quality is not likely to be limited to the United States (Bastida, Marimon, & Carreras, 2018; Choi, Goh, Adam, & Tan, 2016; Yıldız & Şimşek, 2016). The general model of leadership influencing performance outcomes, such as job satisfaction and service quality, through various mediating variables is supported in national and international contexts (Wipulanusat, Panuwatwanich, & Stewart, 2018; Yıldız & Şimşek, 2016) and in a variety of public and nonprofit sectors (Edú-Valsania, Moriano, & Molero, 2016; Wipulanusat et al, 2018).…”
Nonprofit leaders and managers are recognizing the benefits of creating inclusive organizations in which everyone feels valued and appreciated, yet little is known about how leaders can foster workplace inclusion. This study examined the relationships among leader engagement, inclusion, innovation, job satisfaction, and perceived quality of care in a diverse nonprofit health care organization. Data were collected at three points in 6-month intervals from a U.S. nonprofit hospital. Multilevel path analysis indicated significant direct associations between leader engagement, inclusion, and innovation. Innovation was directly linked to improved job satisfaction and perceived quality of care. Significant indirect effects were found from leader engagement to increased job satisfaction and perceived quality of care through increased climates for inclusion and innovation. Findings suggest that nonprofit leaders who engage others in critical organizational processes can help foster an inclusive climate that leads to increased innovation, employee job satisfaction, and perceived quality of care.
“…Yıldız and Şimşek () showed transformational leadership's positive relation with satisfaction in a nonprofit sample and identified trust and self‐efficacy as mediators. Dwyer et al () showed a relation between transformational leadership and the job satisfaction of volunteers and identified the quality of the team relationships as a mediator.…”
In this study, we tested hypotheses concerning volunteers' not‐for‐profit work, specifically the relations of transformational leadership with performance and satisfaction as well as the question of how task and relationship conflict fit into these relations. We argue that conflicts are detrimental to satisfaction and performance and that the frequency of conflict can be reduced through transformational leadership. We analyzed data from a large sample of lay orchestra musicians (N = 1,535) and found that musicians' perceptions of their conductors' transformational leadership style were positively related to both the performance and satisfaction of the musicians. Furthermore, we found that conflict mediated the relation between transformational leadership and satisfaction to some extent. The mediation occurred via the frequencies of both task and relationship conflicts even though the frequency of conflict was quite low in this sample in general.
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