Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance
Human PerformancePublished 30 November 2005
Radostina Purvanova, Joyce E. Bono, Jessica L. Dzieweczynski
Citations261
SJR quartileQ2
SJR score0.96
SNIP0.89
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
Abstract
(2006). Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance. Human Performance: Vol. 19, No. 1, pp. 1-22.
Keywords
Social SciencesBusiness, Management and Accounting
Journal of Personality and Social PsychologyThe moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.
72,132 Citations1986Reuben M. Baron, David A. Kenny
Academy of Management ReviewLeadership and Performance beyond Expectations
12,529 Citations1987John M. Longshore, Bernard M. Bass
Organizational Behavior and Human PerformanceMotivation through the design of work: test of a theory
8,746 Citations1976J. Richard Hackman, Greg R. Oldham
The Leadership QuarterlyTransformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors
5,581 Citations1990Philip M. Podsakoff, Scott MacKenzie +2 more
Journal of ManagementOrganizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research
5,518 Citations2000Philip M. Podsakoff, Scott MacKenzie +2 more
Administrative Science QuarterlyA Social Information Processing Approach to Job Attitudes and Task Design
5,325 Citations1978Gerald R. Salancik, Jeffrey Pfeffer
The social information processing perspective emphasizes the effects of context and the consequences of past choices, rather than individual predispositions and rational decision-making processes, to explain job attitudes.
Journal of Applied PsychologyOrganizational citizenship behavior: Its nature and antecedents.
3,630 Citations1983Crystal Smith, Dennis W. Organ +1 more
Organization ScienceThe Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory
3,613 Citations1993Boas Shamir, Robert J. House +1 more
Journal of Occupational and Organizational PsychologyRe‐examining the components of transformational and transactional leadership using the Multifactor Leadership
2,995 Citations1999Bruce J. Avolio, Bernard M. Bass +1 more
The Leadership QuarterlyEffectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature
2,761 Citations1996Kevin B. Lowe, K. Galen Kroeck +1 more
Journal of Applied Psychologyrwg: An assessment of within-group interrater agreement.
2,193 Citations1993Lawrence R. James, Robert G. Demaree +1 more
Journal of Applied PsychologyAggregation bias in estimates of perceptual agreement.
2,080 Citations1982Lawrence R. James
Journal of Applied PsychologyTransformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance.
2,068 Citations1993Jane M. Howell, Bruce J. Avolio
The Leadership QuarterlyAn evaluation of conceptual weaknesses in transformational and charismatic leadership theories
2,030 Citations1999Gary Yukl
Journal of Applied PsychologyThe nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis.
1,846 Citations2002Jeffery A. LePine, Amir Erez +1 more
Using meta-analysis, the authors demonstrate that there are strong relationships among most of the dimensions and that the dimensions have equivalent relationships with the predictors most often considered by OCB scholars.
Organizational Behavior and Human PerformanceSubstitutes for leadership: Their meaning and measurement
1,723 Citations1978Steven Kerr, John M. Jermier
Journal of Applied PsychologyEvidence that task performance should be distinguished from contextual performance.
1,670 Citations1994Stephan J. Motowidlo, James R. Van Scotter
Academy of Management ReviewToward a Behavioral Theory of Charismatic Leadership in Organizational Settings
1,664 Citations1987Jay A. Conger, Rabindra N. Kanungo
Personnel PsychologyTHE VALIDITY OF THE JOB CHARACTERISTICS MODEL: A REVIEW AND META‐ANALYSIS
1,639 Citations1987Yitzhak Fried, Gerald R. Ferris
Systems Research and Behavioral ScienceThe motivational basis of organizational behavior
1,598 Citations1964Daniel Katz
Psychological BulletinFeeling good-doing good: A conceptual analysis of the mood at work-organizational spontaneity relationship.
1,522 Citations1992Jennifer M. George, Arthur P. Brief
Five forms of organizational spontaneity are described (helping co-workers, protecting the organization, making constructive suggestions, developing oneself, and spreading goodwill) and a multilevel model of spontaneous behavior is presented.
Journal of ManagementTransformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citize
1,347 Citations1996Philip M. Podsakoff
Multivariate Behavioral ResearchMultilevel Modeling of Individual and Group Level Mediated Effects
1,311 Citations2001Jennifer L. Krull, David P. MacKinnon
Multilevel mediational modeling methods were also applied to data from a preventive intervention designed to reduce intentions to use steroids among players on high school football teams and shows how the multilevel technique may lead to more accurate results.
Journal of Applied PsychologyFive-factor model of personality and transformational leadership.
1,292 Citations2000Timothy A. Judge, Joyce E. Bono
Results indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs and predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.
Journal of Applied PsychologyEffects of transformational leadership training on attitudinal and financial outcomes: A field experiment.
1,278 Citations1996Julian Barling, Tom Weber +1 more
Personnel PsychologyTHE EFFECTS OF EMPLOYEE SATISFACTION, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND TURNOVER ON ORGANIZATIONAL EFFECTIVENESS: A UNIT‐LEVEL, LONGITUDINAL STUDY
1,273 Citations2001Daniel J. Koys
Academy of Management JournalSELF-CONCORDANCE AT WORK: TOWARD UNDERSTANDING THE MOTIVATIONAL EFFECTS OF TRANSFORMATIONAL LEADERS.
1,225 Citations2003Joyce E. Bono, Timothy A. Judge
Journal of Applied PsychologyPersonality and job satisfaction: The mediating role of job characteristics.
1,037 Citations2000Timothy A. Judge, Joyce E. Bono +1 more
Results from Study 2 revealed that core self-evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood, and in Study 2 job complexity mediated part of the relationship between both assessments of coreSelf-evaluation and job satisfaction.
Journal of Applied PsychologyDevelopment and test of a model linking safety-specific transformational leadership and occupational safety.
996 Citations2002Julian Barling, Catherine Loughlin +1 more
A model in which safety-specific transformational leadership and role overload were related to occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events was developed.
Journal of ManagementFairness Perceptions and Trust as Mediators for Transformational and Transactional Leadership: A Two-Sample Study
961 Citations1999Rajnandini Pillai, Chester A. Schriesheim +1 more
Journal of the Academy of Marketing ScienceTransformational and Transactional Leadership and Salesperson Performance
925 Citations2001Scott MacKenzie, Philip M. Podsakoff +1 more
Journal of ManagementOrganizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research
812 Citations2000Philip M. Podsakoff
Academy of Management JournalTHE ROLE-BASED PERFORMANCE SCALE: VALIDITY ANALYSIS OF A THEORY-BASED MEASURE.
720 Citations1998Theresa M. Welbourne, D E Johnson +1 more
Journal of Applied PsychologyA meta-analysis of the relation of job characteristics to job satisfaction.
685 Citations1985Brian T. Loher, Raymond A. Noe +2 more
Academy of Management JournalCORRELATES OF CHARISMATIC LEADER BEHAVIOR IN MILITARY UNITS: SUBORDINATES' ATTITUDES, UNIT CHARACTERISTICS, AND SUPERIORS' APPRAISALS OF LEADER PERFORMANCE.
626 Citations1998Boas Shamir, Eliav Zakay +2 more
Academy of Management JournalTransformational Leadership, Conservation, and Creativity: Evidence From Korea
587 Citations2003Shung Jae Shin, Jing Zhou
Journal of ManagementAccounting for Organizational Citizenship Behavior: Leader Fairness and Task Scope versus Satisfaction
550 Citations1990Jiing‐Lih Farh, Philip M. Podsakoff +1 more
Organizational Behavior and Human Decision ProcessesA laboratory study of charismatic leadership
540 Citations1989Jane M. Howell, Peter J. Frost
Journal of Applied PsychologyThe role of organizational citizenship behavior in turnover: Conceptualization and preliminary tests of key hypotheses.
493 Citations1998Xiaoping Chen, Chun Hui +1 more
Journal of RetailingThe employee-organization relationship, organizational citizenship behaviors, and superior service quality
482 Citations2002Simon J. Bell, Bülent Mengüç
Evaluation ReviewMultilevel Mediation Modeling in Group-Based Intervention Studies
414 Citations1999Jennifer L. Krull, David P. MacKinnon
These methods were applied to data from an existing substance use intervention to show the impact multilevel mediation modeling can have on the conclusions drawn from real-world evaluation studies.
Journal of Applied PsychologyMeta-analysis of the relationships between Kerr and Jermier's substitutes for leadership and employee job attitudes, role perceptions, and performance.
407 Citations1996Philip M. Podsakoff, Scott MacKenzie +1 more
A meta-analysis of the bivariate relationships between leadership behaviors, substitutes for leadership, and subordinate attitudes, and role perceptions and performance showed that the combination of the substitutes variables and leader behaviors account for a majority of the variance in employee attitudes androle perceptions.
The Leadership QuarterlyThe MLQ revisited: psychometric properties and recommendations
395 Citations2001Manuel J. Tejeda, Terri A. Scandura +1 more
The Leadership QuarterlyTaming and promoting charisma to change organizations
268 Citations1999Janice M. Beyer
Journal of Occupational and Organizational PsychologyAssessing the discriminant validity of transformational leader behaviour as measured by the MLQ <sup>1</sup>
268 Citations1998Sally A. Carless
Journal of Applied PsychologyPersonality, affect, and behavior in groups revisited: Comment on aggregation, levels of analysis, and a recent application of within and between analysis.
267 Citations1993Jennifer M. George, Lawrence R. James
Human PerformancePersonality, Autonomy, and Contextual Performance of Managers
158 Citations2001Ian R. Gellatly, P. Gregory Irving
Organizational Behavior and Human PerformanceCross-situational, multimethod research on military leader effectiveness
147 Citations1982Gary Yukl, David D. Van Fleet
Applied PsychologyThe Contribution of Task Performance and Contextual Performance to Effectiveness: Investigating the Role of Situational Constraints
146 Citations2000Mark Griffin, Andrew Neal +1 more
Journal of ManagementFairness perceptions and trust as mediators for transformational and transactional leadership: a two-sample study
128 Citations1999R Pillai
Academy of Management ReviewA Theoretical Analysis of the Impact of Task Scope on Employee Performance
109 Citations1976Donald P. Schwab, L. L. Cummings
The Leadership QuarterlyAn examination of substitutes for leadership within a levels-of-analysis framework
92 Citations1995Philip M. Podsakoff, Scott MacKenzie
Computers in Human BehaviorComputer-supported work group potency and effectiveness: the role of transformational leadership, anonymity, and task interdependence
78 Citations1998John J. Sosik, Bruce J. Avolio +2 more
The authors conducted a longitudinal experiment to examine effects of leadership style, anonymity, and task interdependence on group potency and effectiveness of 36 undergraduate student work groups performing two creativity tasks using a group decision support system.
British Journal of ManagementDevelopment of a Self‐Report Instrument for Exploring Team Factor, Leadership and Performance Relationships
72 Citations2001Tudor Rickards, Ming‐Huei Chen +1 more
The Leadership QuarterlyTaming charisma for better understanding and greater usefulness
56 Citations1999Boas Shamir