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Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance

Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance HUMAN PERFORMANCE, 19(1), 1–22 Copyright © 2006, Lawrence Erlbaum Associates, Inc. Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance Radostina K. Purvanova, Joyce E. Bono, and Jessica Dzieweczynski Department of Psychology University of Minnesota According to transformational leadership theory, one of the fundamental ways in which leaders influence followers is by creating meaningful work. Testing this no- tion, we conducted a field study in which we linked transformational leadership be- haviors to employees’ perceptions of their jobs (e.g., significance, meaningfulness, importance of the work), and job perceptions to employees’ citizenship performance as rated by their manager. Results indicate a positive link between managers’ transformational leadership behaviors and followers’ citizenship performance. Fur- thermore, the effects of transformational leadership on citizenship performance are mediated through employees’ perceptions of their jobs. Results of a follow-up analy- sis with employees in 1 organization holding the same job indicate that managers’ transformational leadership behaviors predict employees’ job perceptions, even when objective characteristics of the job are invariant. Inspired by Burns’ influential book Leadership (1978), Bass (1985) advanced an extended theory of transformational leadership. According to Bass (1985), trans formational leaders are charismatic and inspirational. They intellectually stimulate followers, and thus promote rationality and problem-solving http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Performance Taylor & Francis

Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance

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References (68)

Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1532-7043
eISSN
0895-9285
DOI
10.1207/s15327043hup1901_1
Publisher site
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Abstract

HUMAN PERFORMANCE, 19(1), 1–22 Copyright © 2006, Lawrence Erlbaum Associates, Inc. Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance Radostina K. Purvanova, Joyce E. Bono, and Jessica Dzieweczynski Department of Psychology University of Minnesota According to transformational leadership theory, one of the fundamental ways in which leaders influence followers is by creating meaningful work. Testing this no- tion, we conducted a field study in which we linked transformational leadership be- haviors to employees’ perceptions of their jobs (e.g., significance, meaningfulness, importance of the work), and job perceptions to employees’ citizenship performance as rated by their manager. Results indicate a positive link between managers’ transformational leadership behaviors and followers’ citizenship performance. Fur- thermore, the effects of transformational leadership on citizenship performance are mediated through employees’ perceptions of their jobs. Results of a follow-up analy- sis with employees in 1 organization holding the same job indicate that managers’ transformational leadership behaviors predict employees’ job perceptions, even when objective characteristics of the job are invariant. Inspired by Burns’ influential book Leadership (1978), Bass (1985) advanced an extended theory of transformational leadership. According to Bass (1985), trans formational leaders are charismatic and inspirational. They intellectually stimulate followers, and thus promote rationality and problem-solving

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Human Performance – Taylor & Francis

Published: Jan 1, 2006

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