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Examining the unique mediators that underlie the effects of different dimensions of transformational leadership

Saboe, Kristin N., Taing, Meng U., Way, Jason D. and Johnson, Russell E. 2015, Examining the unique mediators that underlie the effects of different dimensions of transformational leadership, Journal of leadership & organizational studies, vol. 22, no. 2, pp. 175-186, doi: 10.1177/1548051814561028.

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Title Examining the unique mediators that underlie the effects of different dimensions of transformational leadership
Author(s) Saboe, Kristin N.
Taing, Meng U.
Way, Jason D.
Johnson, Russell E.
Journal name Journal of leadership & organizational studies
Volume number 22
Issue number 2
Start page 175
End page 186
Total pages 4
Publisher Sage Publications
Place of publication London, Eng.
Publication date 2015-05
ISSN 1548-0518
1939-7089
Keyword(s) transformational leadership
organizational commitment
leader-member exchange
organizational citizenship behavior
turnover intentions
Summary Although transformational leadership has been found to relate favorably to various work outcomes, past research has predominantly focused on overall transformational leadership rather than its dimensions. We addressed this shortcoming by examining how two dimensions of transformational leadership--providing support and emphasizing group goals relate to follower organizational citizenship behavior and turnover intentions via leader-member exchange and employee commitment. Survey data were collected from 107 triads (employees, supervisors, and coworkers) employed in various organizations and industries. We supported our theoretical model in which the relation of providing support with organizational citizenship behavior is mediated by leader-member exchange and supervisor commitment, whereas the relationship of emphasizing group goals with turnover intentions is mediated by organizational commitment. These findings indicate that the dimensions of transformational leadership operate through unique channels. One implication for leadership development is that, depending on what outcome is desired (e.g., strengthening commitment to the leader vs. the organization), training can be tailored to target the most relevant dimension (e.g., providing support is more important for cultivating commitment to the leader vs. the organization). We discuss these and other implications of our findings.
Language eng
DOI 10.1177/1548051814561028
Field of Research 150310 Organisation and Management Theory
1499 Other Economics
1503 Business And Management
Socio Economic Objective 910402 Management
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2014, The Authors
Persistent URL http://hdl.handle.net/10536/DRO/DU:30090797

Document type: Journal Article
Collection: Department of Management
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