Transformational Leadership and Job Performance: The Mediating Role of Work Engagement

This study proposed that transformational leaders use various behaviors to provoke followers’ organizationally beneficial behaviors (e.g., better task performance and helping behaviors) through ignition of followers’ work engagement. That is, employees who inspired by transformational leadership are...

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Bibliographic Details
Published in:SAGE open Vol. 10; no. 1
Main Authors: Lai, Fong-Yi, Tang, Hui-Chuan, Lu, Szu-Chi, Lee, Yu-Chin, Lin, Cheng-Chen
Format: Journal Article
Language:English
Published: Los Angeles, CA SAGE Publications 01.01.2020
SAGE PUBLICATIONS, INC
SAGE Publishing
Subjects:
Helping behavior
Helping Relationship
Job performance
Leader-member exchange
Leadership
Leadership Role
Multisource
Nurses
Occupational roles
Regression analysis
Research design
Self Efficacy
Task performance
Transformational leadership
Variables
Work
helping behavior
work engagement
transformational leadership
task performance
motivation
ISSN:2158-2440, 2158-2440
Online Access:Get full text
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Summary:This study proposed that transformational leaders use various behaviors to provoke followers’ organizationally beneficial behaviors (e.g., better task performance and helping behaviors) through ignition of followers’ work engagement. That is, employees who inspired by transformational leadership are more likely to immerse themselves in the work, and, in turn, this is likely to result in better task performance and helping behaviors. In this study, we adopted a multitemporal and multisource research design to reduce the consideration of common method variance. Hypotheses were tested on a sample of 507 nurses working in 44 teams. The hierarchical linear regression analysis showed that, after controlling for several relevant variables (e.g., leader–member exchange [LMX], role-based self-efficacy, and transactional leadership) and several participants’ demographic variables (e.g., gender, age, and education), work engagement still mediates the positive relationship among transformational leadership, job performance, and helping behavior. Strengths, limitations, practical implications, and directions for future research are discussed.
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ISSN:2158-2440
2158-2440
DOI:10.1177/2158244019899085