Understanding transformational leadership-employee performance links: The role of relational identification and self-efficacy

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, inspir...

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Bibliographic Details
Published in:Journal of occupational and organizational psychology 2011-03, Vol.84 (1), p.153-172
Main Authors: Walumbwa, Fred O., Hartnell, Chad A.
Format: Article
Language:English
Subjects:
Automobile dealers
Biological and medical sciences
Employees
Fundamental and applied biological sciences. Psychology
Goals
Identification
Leadership
Management styles
Occupational psychology
Organizational analysis
Organizational behavior
Perception
Perceptions
Professional relationships
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Selfefficacy
Studies
Supervisor-Subordinate interactions
Supervisors
Transformational leadership
Work condition. Job performance. Stress
Work organization
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Summary: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.
ISSN:0963-1798
2044-8325
DOI:10.1348/096317910X485818