Pseudo-transformational Leadership is in the Eyes of the Subordinates

Based on attribution theory, this research defines pseudo-transformational leadership to be driven by the interaction between transformational leadership and the subordinates' perception of their supervisor's manipulative intention. We investigate the effects of pseudo-transformational lea...

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Bibliographic Details
Published in:Journal of business ethics 2017-03, Vol.141 (1), p.179-190
Main Authors: Lin, Chiou-Shiu, Huang, Pei-Chi, Chen, Shyh-Jer, Huang, Liang-Chih
Format: Article
Language:English
Subjects:
Attribution
Attribution theory
Behavior
Business and Management
Business Ethics
Education
Employee management relations
Ethics
Identification
Interaction
Leadership
Management
Perceptions
Philosophy
Quality of Life Research
Self interest
Studies
Supervisors
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Summary:Based on attribution theory, this research defines pseudo-transformational leadership to be driven by the interaction between transformational leadership and the subordinates' perception of their supervisor's manipulative intention. We investigate the effects of pseudo-transformational leadership on contextual performance through organizational identification. The results of hierarchical linear modeling using a sample of 214 subordinates reporting to 66 supervisors show that when subordinates perceive that their supervisor has a high level of manipulative intention, the impact of grouplevel transformational leadership on the subordinates will be reduced. More specifically, when subordinates perceive the manipulative intention of transformational leadership, they are less likely to identify with the organization, which ultimately limits their willingness to demonstrate contextual performance activities. The implications of these findings for theory as well as managerial practice are discussed.
ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-015-2739-5