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Understanding transformational leadership–employee performance links: The role of relational identification and self‐efficacy
Author(s) -
Walumbwa Fred O.,
Hartnell Chad A.
Publication year - 2011
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1348/096317910x485818
Subject(s) - transformational leadership , supervisor , psychology , organizational identification , identification (biology) , social psychology , multilevel model , sample (material) , management , organizational commitment , computer science , chemistry , botany , chromatography , machine learning , economics , biology
We examined how employee perceptions of relational identification with the supervisor and self‐efficacy mediate the relationship between transformational leadership and supervisor‐rated performance. Performance is used here to refer to the individual's ability to be creative, innovative, inspiring, and take on challenging tasks to achieve organizational goals for the greater good. Using a sample of 426 employees and their 75 immediate supervisors from a large automobile dealership, hierarchical linear modelling results revealed that relational identification with the supervisor mediated the relationship between transformational leadership and self‐efficacy, which was then positively related to employee performance. Implications for future research, theory, and practice are discussed.