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Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change
Author(s) -
Carter Min Z.,
Armenakis Achilles A.,
Feild Hubert S.,
Mossholder Kevin W.
Publication year - 2013
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.1824
Subject(s) - transformational leadership , psychology , organizational citizenship behavior , social psychology , task (project management) , organizational change , quality (philosophy) , multilevel model , sample (material) , organizational commitment , management , public relations , political science , computer science , philosophy , chemistry , epistemology , chromatography , machine learning , economics
Summary Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at lower hierarchical levels. In a sample of 251 employees and their 78 managers, analyses revealed that the quality of relationships between leaders and employees mediated the influence of transformational leadership on employee task performance and OCB. We also found that change frequency moderated the positive association of relationship quality with task performance and OCB, such that associations were stronger when change frequency was high. Copyright © 2012 John Wiley & Sons, Ltd.