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A new look at the relationships between transformational leadership and employee attitudes—Does a high‐performance work system substitute and/or enhance these relationships?
Author(s) -
Ehrnrooth Mats,
BarnerRasmussen Wilhelm,
Koveshnikov Alexei,
Törnroos Maria
Publication year - 2020
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.22024
Subject(s) - transformational leadership , multinational corporation , human resource management , business , perception , work (physics) , work systems , human resources , psychology , knowledge management , public relations , management , marketing , social psychology , political science , computer science , economics , engineering , mechanical engineering , finance , neuroscience
Even while attempting to explain the same outcomes, research on leadership and on human resource management (HRM) have largely progressed on parallel trajectories. We extend recent efforts to bring these fields closer together by testing how employee perceptions of a high‐performance work system (HPWS) and transformational leadership (TL), independently and jointly, influence four important employee attitudes. Analyses of 308 subordinates of 76 managers in five multinational companies suggest that a HPWS substitutes for much of the independent influence of TL and constitutes an important boundary condition for some of this influence. Implications for future research on HRM and leadership are discussed.