Transformational Leadership & Employee Performance PDF

Stuvia - Koop en Verkoop de Beste Samenvattingen Reading 2: Carter, 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behaviour A con*nuous incremental ch...

Stuvia - Koop en Verkoop de Beste Samenvattingen Reading 2: Carter, 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behaviour A con*nuous incremental change context comprises frequent, purposeful adjustments that are small but ongoing and cumula*ve in e@ect. Focus of the Study: - Many studies have focused on change at the (higher) strategic level and its e@ects. - Research gap: fewer studies have considered change at lower hierarchical levels. - Change at lower level o?en comprises frequent, small adjustments that are ongoing. - Con*nuous incremental change calls for more informal communica*on and employee par*cipa*on = transforma*onal leadership. - One goal is to inves*gate how team-focused transforma*onal leadership in9uences employee performance at lower organiza*on levels. - Second goal is to examine whether the change context a@ects the in9uence of rela*onship quality on change outcomes. - Research Context: lower levels in the organisa*on, where change happens on a day to day basis. Transforma*onal leadership - Transforma*onal leaders acknowledge the need for change, transmit their vision towards employees and enhance employees’ conHdence in dealing with adap*on. - Resul*ng in a more favourable employee response, both aNtudinally and behaviourally. We propose that transforma*onal leadership acts as a change antecedent, which facilitates the development of quality rela*onships between leaders and their employees. Transforma*onal leadership leads to high-quality rela*onships which promote posi*ve employee change consequences. Theorecal Background: Research objec*ve: The examina*on of rela*ons between; (1) transforma*onal leadership, (2) change reac*ons, and (2) change frequency and consequences, during con*nuous incremental organiza*onal change at lower hierarchical levels. Transforma*onal leaders transmit to employees a strong vision of the growth opportuni*es in their team, encourage them to think cri*cally about change ini*a*ves, enhance their conHdence in dealing with adapta*on, and emphasize the importance of performance while transcending self-interests for the team’s sake. Because of the in9uence of transforma*onal leadership, employees are more likely to react favourably to change. We argue that as transforma*onal leaders devote more *me to coaching and guidance, rela*onal *es with employees should grow. Hypothesis 1(a-b): Rela*onship quality will mediate the associa*on of transforma*onal leadership with employee (a) task performance and (b) OCB. (OCB is used because it indicated the recipients’ buy-in and e@ort that recipients are willing to make based on personal mo*va*on.) Gedownload door: bartscholing | [email protected] ¤ 912 per jaar Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?  Stuvia - Koop en Verkoop de Beste Samenvattingen When change is infrequent in a work unit, its opera*onal system remains rela*vely stable. In such environments, employees’ work rou*nes are not interrupted frequently, and adapta*on demands are less imposing. As such, members are more conHdent in performing their tasks, and their need for managers’ guidance and support tend to be less salient. When change is frequent, however, work rou*nes that were a source of comfort to employees no longer exist (Espedal, 2006). Such a change context places greater demands on members in the form of new constraints, con9icts, and e@ort expenditures. Hypothesis 2(a-b): Change frequency will moderate the posi*ve associa*on of rela*onship quality with (a) task performance and (b) OCB, such that the posi*ve associa*on will be stronger when change frequency is high. Gedownload door: bartscholing | [email protected] ¤ 912 per jaar Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?  Stuvia - Koop en Verkoop de Beste Samenvattingen Findings: - Transforma*onal Leadership (TR) was linked to Employee performance (EP) through the Quality of Rela*onship (RQ) between the team leaders and team members (managers/employees). - The Quality of rela*onships (RQ) between a leader and an employee was found to be a mediator for the in9uence of transforma*onal leadership (TL) on employee task performance and OCB (EP). - Change frequency was found to moderate the posi*ve associa*on of rela*onship quality (RQ) with task performance and OCB (EP). Where associa*ons were stronger as change frequency was high. - Lower level managers should be transforma*onal during con*nuous incremental organiza*onal change. - Transforma*onal leaders act to generate beneHcial rela*onships with their employees, which encourage posi*ve change in employee performance. Main insights: - The link between the Quality of Rela*onships (RQ) and Employee performance (EP) was stronger when change frequency is high. If change happens frequently, transforma*onal leaders will personalize the change vision and work closely with employees to make the change the new reality. - When change frequency is high, change context managers should not only focus on Transforma*onal Leadership (TL), but also on their Rela*onship Quality (RQ) with their employees. - The Hndings support a boIom-up view of change. - In line with research of Higgs and Rowland (2011): Change e@orts were more successful when employees worked with managers who were more facilita*ng and engaging. As employee demands for leader resources increase, the value of high quality rela*onships translates into beIer performance. Role of the change context: - The rela*onship between rela*onship quality and change outcome is posi*vely moderated by the frequency of change. Meaning that: the more o?en small-scale changes occur, the stronger the nature of this modera*on e@ect. - China does not maIer according to the authors. - First because of the fact that transforma*onal leadership has been acknowledged to be a universal process. - Second, cross-cultural research has shown that transforma*onal leadership e@ects hold across both Chinese and U.S. contexts. Gedownload door: bartscholing | [email protected] ¤ 912 per jaar Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?