Linking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability

Abstract

The present study examines the mediating effects of felt accountability on the relationship of both transformational leadership as well as core self-evaluation on task and contextual performance. SEM with AMOS was used to analyze the data collected from questionnaires distributed to 302 supervisor-employee dyads. The concept of felt accountability is based on a social contingency model of accountability, which is distinct from the feelings of responsibility or obligation in organizational research. Our hypotheses of the mediating roles of felt accountability were supported by the data, except that the mediating effect of felt accountability between the relationship of core self-evaluation and contextual performance was not supported. We discuss the implications of these results for research and practice in organizations

Workplace Friendship is a Blessing in the Exploration of Supervisor Behavioral Integrity, Affective Commitment, and Employee Proactive Behavior – An Empirical Research from Service Industries of Pakistan

“…12,46 When employees perceive supervisor behavioral integrity at a low level, the resulting role ambiguity and role conflict will restrain employees from forming an emotional attachment. 47 In summary, Affective commitment has a mediating effect on supervisor behavioral integrity and employee proactive behavior. Based on the above discussion, this research proposed the following hypothesis: Hypothesis 2: Affective commitment mediates the relationship between supervisor behavioral integrity and employee proactive behavior.…”

The Relationship between Transformational Leadership and Organizational Commitment: A Study on the Bank Employees

“…Khanin (2007) states that transformational leadership can boost the performance of the followers through charisma, intellectual encouragement, individual attention and inspiration [6]. Transformational leadership puts identification with human values to forefront.…”

Leader Humility and Employees’ Accountability During The Pandemic

“…This study aims to examine how the process of stimulating employee accountability is explained against the backdrop of leadership and organizational aspects. Previous studies have found various antecedents of accountability, but only a few have discussed the importance of the aspects of leadership in relation to employee accountability (Chen, et al, 2016;Steinbauer, et al, 2013). Consequently, this study considers leader humility as an aspect of leadership and perceived organizational support as an organizational aspect that affects accountability.…”

“…Extant literature on accountability have shown that it improves employees job satisfaction, enhances organizational citizenship behavior, reduces work pressure, and reduces turnover intention (Brees et al, 2020;Chen et al, 2016;Dai et al, 2018;Lanivich et al, 2010;Wallace et al, 2011;Wikhamn & Hall, 2014). Thus, a decline in employee accountability could, on the other hand, put both employees and companies against more adversity.…”

“…Therefore, it involves a positive leadership style that can bring out positive employee behavior. So far, only two positive leadership styles have been studied in relation to accountability, namely transformational and ethical leadership (Chen, et al, 2016;Steinbauer, et al, 2013). Hence, this study will discuss other aspects of leadership that can influence on accountability, namely leader humility.…”