Getting Followers to Transcend Their Self-Interest for the Benefit of Their Company: Testing a Core Assumption of Transformational Leadership Theory

Effelsberg, David; Solga, Marc; Gurt, Jochen

doi:10.1007/s10869-013-9305-x

Cited by 26 publications

(25 citation statements)

References 59 publications

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“…Moreover, Cronin, Arthur, Hardy, and Callow (2015) found a positive relationship between transformational leadership and organizational citizenship, and an increase in players making more sacrifices for their team (similar results as compared to employee sacrifice in Effelsberg et al (2014) study), as a result of transformational leadership behaviors exhibited a by coaches.…”

Section: Results Of Transformational Leadership Approaches In Competisupporting

confidence: 75%

“…When leaders within organizations demonstrated stakeholder value commitment and exhibited responsibility for results and performance, they were more likely to inspire shared values among the workforce, delivering a stronger performance (Groves & LaRocca, 2011). Transformational leadership contributed selflessly, putting their personal priorities aside for the betterment of the company (Effelsberg et al, 2014). Lastly, and in further support of demonstrating the direct contribution of transformational leadership to organizational achievement, the study performed by Graham, et al (2015) revealed that positive language stimulated positive behavior, which led to an increased number of ethical decisions made in organizations.…”

Section: Summary Of Research Results Using Transformational Leadershimentioning

confidence: 99%

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An Examination of Leadership Theories in Business and Sport Achievement Contexts

Kovach¹

2018

JVBL

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Section: Results Of Transformational Leadership Approaches In Competisupporting

confidence: 75%

Section: Summary Of Research Results Using Transformational Leadershimentioning

confidence: 99%

An Examination of Leadership Theories in Business and Sport Achievement Contexts

Kovach¹

2018

JVBL

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“…For example, employees with high self-transcendent values are more likely to support a downsizing initiative that requires reduced hours and associated wages for all positions in order to prevent the elimination of any single position and demonstrate a sense of solidarity with their colleagues. Recent empirical research supports this contention, as Effelsberg, Solga, and Gurt (2014) found strong evidence for the positive relationship between transformational leadership and followers’ willingness to engage in selfless pro-organizational behavior. Importantly, this relationship was fully mediated by followers’ organizational identification, a critical attitudinal variable during periods of organizational change.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 88%

Testing a Moderated Mediation Model of Transformational Leadership, Values, and Organization Change

Groves

2016

Journal of Leadership & Organizational Studies

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A field study of organizational leaders and their immediate followers was conducted to investigate (a) the mediating roles of follower openness to change values and follower self-transcendence values in linking transformational leadership to follower change resistance and follower extra effort, respectively and (b) the moderating role of organization change magnitude in influencing the mediation effects. Transformational leadership theory postulates that a range of follower attitudinal and performance outcomes are at least partially explained by a leader’s ability to influence followers’ values to support organizational change. Using Preacher, Rucker, and Hayes’s moderated mediation framework, this study extends transformational leadership research by testing a model that explicates the roles of leader behavior, follower values, and a key contextual variable in producing effects on follower attitudinal and performance outcomes. Data from 181 organizational leaders and 723 of their respective followers demonstrated strong support for the moderated mediation model. The conditional indirect effects of transformational leadership on follower change resistance and follower extra effort via follower openness to change and self-transcendence values, respectively, were stronger in work contexts characterized by high organization change magnitude. Implications for theory, future research, and practice are discussed.

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“…In the past 30 years or so transformational leadership theory (Bass, 1985 ) has stimulated an intense empirical investigation of how transformational and transactional leadership behaviors are related to various important work outcomes, such as organizational commitment and identification (Bycio et al, 1995 ; Dvir et al, 2002 ; Avolio et al, 2004 ; Walumbwa et al, 2004 ; Simosi and Xenikou, 2010 ; Effelsberg et al, 2014 ), and work performance (Piccolo and Colquitt, 2006 ; Walumbwa et al, 2008 ; Wang et al, 2011 ; Carter et al, 2013 ). Bass has put forward the idea that the terms of transformational and transactional leadership, first introduced by Burns ( 1978 ), can be of great importance in our attempt to understand leadership in organizations.…”

Section: Introductionmentioning

confidence: 99%

Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations

Xenikou

2017

Front. Psychol.

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Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values.Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects.Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification.Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors.Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs.

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Getting Followers to Transcend Their Self-Interest for the Benefit of Their Company: Testing a Core Assumption of Transformational Leadership Theory

Cited by 26 publications

References 59 publications

An Examination of Leadership Theories in Business and Sport Achievement Contexts

An Examination of Leadership Theories in Business and Sport Achievement Contexts

Testing a Moderated Mediation Model of Transformational Leadership, Values, and Organization Change

Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations

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