Perceived transformational leadership, instructor behaviors, and motivation to learn: a mediated model

Purpose The purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior. Design/methodology/approach A questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling. Findings Results showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior. Research limitations/implications Based on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables. Practical implications The close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills. Originality/value This paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.

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Transformational Leadership and Objective Performance in Banks

Applied Psychology ◽

10.1080/026999498377917 ◽

1998 ◽

Vol 47 (3) ◽

pp. 397-420 ◽

Cited By ~ 64

Author(s):

Alois L.J. Geyer ◽

Johannes M. Steyrer

Keyword(s):

Transformational Leadership ◽

Objective Performance

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Do Work Characteristics Mediate the Negative Effect of Transformational Leadership on Impaired Well-Being?

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000249 ◽

2017 ◽

Vol 61 (4) ◽

pp. 167-180 ◽

Cited By ~ 6

Author(s):

Sylvie Vincent-Höper ◽

Sabine Gregersen ◽

Albert Nienhaus

Keyword(s):

Transformational Leadership ◽

Focal Point ◽

Leadership Behavior ◽

Workplace Health Promotion ◽

Well Being ◽

Mediating Effect ◽

Equation Modeling ◽

Related Factor ◽

Work Characteristics ◽

Role Clarity

Abstract: In recent years, transformational leadership as a health-related factor has become a focal point of interest in research and practice. However, the pathways and mechanisms underlying this association are not yet well understood. In order to gain knowledge on how or why transformational leadership and employee well-being are associated, we investigated the mediating effect of the work characteristics role clarity and predictability. The study was carried out on 618 employees working in the health-care sector in Germany. We tested the mediator effect using structural equation modeling. The results indicate that role clarity and predictability fully mediate the relation between transformational leadership and negative indicators of well-being. These results give credit to the notion that work characteristics play an important role in identifying health-relevant aspects of leadership behavior. Our findings advance the understanding of how to enhance employee well-being and have implications for the design of leadership-related interventions of workplace health promotion.

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Psychological Contract Fulfillment and Employee Responses to Pay System Change

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000186 ◽

2017 ◽

Vol 16 (4) ◽

pp. 172-185 ◽

Cited By ~ 3

Author(s):

Christine J. Syrek ◽

Conny H. Antoni

Keyword(s):

Transformational Leadership ◽

Psychological Contract ◽

Pay For Performance ◽

Psychological Contracts ◽

Change Processes ◽

Affective Organizational Commitment ◽

Before And After ◽

Psychological Contract Fulfillment ◽

Pay System ◽

Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

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