Journalartikel

Jahr der Veröffentlichung: 2011

Seiten: 893-909

Zeitschrift: The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science

Bandnummer: 22

Heftnummer: 5

ISSN: 1048-9843

eISSN: 1873-3409

DOI Link: https://doi.org/10.1016/j.leaqua.2011.07.010

Verlag: Elsevier

Abstract: 

Transformational leadership (TFL) climate describes the degree to which leaders throughout an organization engage in TFL behaviors. In this study, we investigate performance linkages, mechanisms, and boundary conditions of TFL climate at the organizational level of analysis. In a sample of 158 independent organizations, 18,094 employees provided data on TFL climate, positive affective climate, trust climate, and employees' task performance behavior and organizational citizenship behavior. In addition, human resource managers rated overall employee productivity. Study results yielded a pattern of moderated mediation for overall employee productivity and employees' aggregate task performance behavior, in that an organization's TFL climate was indirectly (through positive affective climate) related with these outcome variables under conditions of high trust climate, but not under conditions of low trust climate. Further, we found an organization's TFL climate to indirectly relate with employees' aggregate organizational citizenship behavior through positive affective climate, largely independent of the level of trust climate.

Harvard-Zitierstil: Menges, J., Walter, F., Vogel, B. and Bruch, H. (2011) Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level, The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science, 22(5), pp. 893-909. https://doi.org/10.1016/j.leaqua.2011.07.010

APA-Zitierstil: Menges, J., Walter, F., Vogel, B., & Bruch, H. (2011). Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level. The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science. 22(5), 893-909. https://doi.org/10.1016/j.leaqua.2011.07.010