Putting leader (follower) behavior back into transformational leadership: A theoretical and empirical course correction

Stock, George; Banks, George C.; Voss, E. Nicole; Tonidandel, Scott; Woznyj, Haley M.

doi:10.1016/j.leaqua.2022.101632

Cited by 15 publications

(12 citation statements)

References 99 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Leaders have tremendous influence on the job crafting behavior as an organizational factor (Zhang and Parker, 2019). There are several recent studies (Wang et al, 2017;Hetland et al, 2018) that have revealed that transformational leaders who provide inspiration toward consistent changes to their subordinates (Bass, 1985;Stock et al, 2022), can promote the employees' job crafting.…”

Section: Transformational Leadership and Job Craftingmentioning

confidence: 99%

“…In addition, transformational leaders might enable their subordinates to try novel ways of working or encourage them to do extra work proactively by setting challenging goals and instilling the confidence to achieve them (Bass, 1985;Stock et al, 2022). The subordinates can attempt to build good relationships with their co-workers as a result of transformational leaders, who tend to be considerate, support each member (Bass, 1985) and endeavor to increase trust as well as cooperation among employees (Carless et al, 2000).…”

Section: Transformational Leadership and Job Craftingmentioning

confidence: 99%

“…The subordinates can attempt to build good relationships with their co-workers as a result of transformational leaders, who tend to be considerate, support each member (Bass, 1985) and endeavor to increase trust as well as cooperation among employees (Carless et al, 2000). The transformational leaders further aid employees in understanding their goals and values (Bass, 1985) and in taking different perspectives of others rather than taking a self-centered view (Stock et al, 2022). Consequently, the subordinates can reflect on the positive impact and contribution of their work to society.…”

Section: Transformational Leadership and Job Craftingmentioning

confidence: 99%

“…As such, newcomers who have a clear and positive perception of themselves, with the help of a transformational leader, will therefore accept and interpret their experiences with confidence, and thus experience occupational self-efficacy. In addition, transformational leaders demonstrate individualized consideration of their subordinates and encourage intellectual stimulation (Bass and Avolio, 1994;Stock et al, 2022), along with high expectations, confidence that the subordinate can achieve the desired outcomes, and charismatic behaviors involving modeling and exemplary behaviors (Yukl, 1999). The characteristics and behavior of transformational leaders serve as a basis for self-efficacy (Nielsen et al, 2009) through mastery and vicarious experiences provided by the social model and social persuasion (Bandura, 1994).…”

Section: The Mediating Effect Of Occupational Self-efficacymentioning

confidence: 99%

See 3 more Smart Citations

Encouraging job crafting in the workplace for newcomers: A two-year multi-wave study

et al. 2022

View full text Add to dashboard Cite

It is important to identify the antecedents of newcomers’ job crafting as it assists with their adjustment in the workplace. This study made use of transformational leadership and newcomers’ calling as organizational and personal resources that predict job crafting. We hypothesized that transformational leadership would have an indirect relationship with newcomers’ job crafting after 2 years through their occupational self-efficacy and that their calling would moderate this mediational path. A multi-wave approach was employed wherein data from 280 new employees were collected three times during the first 2 years of their careers. The survey was completed by 150 participants. The results illustrated that transformational leadership was positively related to newcomers’ job crafting after 2 years of entry through their occupational self-efficacy. Additionally, newcomers’ calling moderated the mediating effect of occupational self-efficacy between transformational leadership and job crafting. The theoretical and practical implications of this study are discussed.

show abstract

Section: Transformational Leadership and Job Craftingmentioning

confidence: 99%

Section: Transformational Leadership and Job Craftingmentioning

confidence: 99%

Section: Transformational Leadership and Job Craftingmentioning

confidence: 99%

Section: The Mediating Effect Of Occupational Self-efficacymentioning

confidence: 99%

See 2 more Smart Citations

Encouraging job crafting in the workplace for newcomers: A two-year multi-wave study

et al. 2022

View full text Add to dashboard Cite

show abstract

“…In addition, despite its rich history, extant research on the transformational leadership paradigm has many unstudied elements (Siangchokyoo et al, 2020), such as the lack of studies on transformational leadership behaviors (Stock et al, 2022) and the major linchpin of this leadership theory-follower transformation (Siangchokyoo et al, 2020). Furthermore, SRP research has begun to examine how employees effectively use their own personal resources to deal with complaining customers after a service failure by (Costers et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

How transformational leadership, workplace spirituality and resilience enhance the service recovery performance of FLEs: a theoretical integration of COR theory and SDT

Quy

Tran

Dinh

2023

JOEPP

View full text Add to dashboard Cite

PurposeThe present study aims to explore the linkages among transformational leadership, workplace spirituality and frontline employee (FLE) service recovery performance in the aviation service industry. The resilience of individuals was taken as a mediator for the associations between transformational leadership as well as workplace spirituality and frontline employee's service recovery performance. The hypothesized research model was examined by integrating the principles of COR theory and the SDT perspective on psychological needs.Design/methodology/approachThe research model was evaluated via partial least squares (PLS). In particular, SmartPLS 3.0 software was utilized to examine anticipated correlations through a poll of 371 air service provider frontline employees.FindingsResults demonstrated that transformational leadership had a positive impact on both service recovery performance and spirituality in the workplace. The positive connection between workplace spirituality and service recovery performance was also supported. Further, the mediating role of an employee's resilience in these relationships was established. The paper provides a significant contribution with both theoretical and practical implications.Practical implicationsThe present research also provides some practical implications for the aviation industry. Since the aviation industry is a high-contact service industry, aviation frontline employees play a crucial role in service recovery strategies. Thus, air service providers need to provide these employees with ample resources to effectively handle service failures. Moreover, the service recovery performance of air service providers may benefit from the hiring of managers with strong transformational leadership styles. Therefore, these providers should take leadership style into account when recruiting, promoting and training supervisors. Managers should, among other activities, implement transformational leadership approaches, such as inspiring and motivating, establishing a supportive organizational climate, paying attention to employees' needs and engaging in active listening.Originality/valueThe current study contributes to the stream of research on SRP and the role of transformational leadership, workplace spirituality and resilience in service recovery in particular. Furthermore, by integrating the COR and SDT theories, the current study gives more real-world proof of the importance of leadership for organizations.

show abstract

Agapao and Agape as Possible Bases for the NTOS-L and NTOS-C Scales

Winston,

Gilbert

2024

Christian Faith Perspectives in Leadership and Business

View full text Add to dashboard Cite

Putting leader (follower) behavior back into transformational leadership: A theoretical and empirical course correction

Cited by 15 publications

References 99 publications

Encouraging job crafting in the workplace for newcomers: A two-year multi-wave study

Encouraging job crafting in the workplace for newcomers: A two-year multi-wave study

How transformational leadership, workplace spirituality and resilience enhance the service recovery performance of FLEs: a theoretical integration of COR theory and SDT

Agapao and Agape as Possible Bases for the NTOS-L and NTOS-C Scales

Contact Info

Product

Resources

About