Uncovering the Underlying Relationship Between Transformational Leaders and Followers' Task Performance

被引：54

作者：

Breevaart, Kimberley ^{[1
]}

Bakker, Arnold B. ^{[1
]}

Demerouti, Evangelia ^{[2
,3
]}

Sleebos, Dominique M. ^{[1
]}

Maduro, Veronique ^{[1
]}

机构：

[1] Erasmus Univ, Dept Work & Org Psychol, NL-3000 DR Rotterdam, Netherlands

[2] Eindhoven Univ Technol, Dept Ind Engn, NL-5600 MB Eindhoven, Netherlands

[3] Eindhoven Univ Technol, Innovat Sci Human Performance Management Grp, NL-5600 MB Eindhoven, Netherlands

来源：

JOURNAL OF PERSONNEL PSYCHOLOGY | 2014年 / 13卷 / 04期

关键词：

employee engagement; job resources; need for leadership; transformational leadership; NEED SATISFACTION; WORK ENGAGEMENT; TRANSACTIONAL LEADERSHIP; JOB CHARACTERISTICS; METAANALYTIC TEST; BEHAVIORS; OUTCOMES; PREDICTORS; MANAGEMENT; RESOURCES;

D O I：

10.1027/1866-5888/a000118

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

The purpose of the present study was to unravel the mechanisms underlying the relationship between transformational leadership, follower work engagement, and follower job performance and to investigate a possible boundary condition of transformational leadership. We used structural equation modeling to test our model among 162 dyads consisting of one employee and their leader, who both filled out an online questionnaire. Followers reported more job resources and need fulfillment when their leader showed more transformational leadership behavior, and this contributed to followers' engagement and job performance. Consistent with our hypothesis, transformational leaders mainly fulfilled followers' needs when followers were high in need for leadership.

引用

页码：194 / 203

页数：10

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