TY - JOUR
T1 - How transformational leadership weaves its influence on individual job performance
T2 - The role of identification and efficacy beliefs
AU - Walumbwa, Fred O.
AU - Avolio, Bruce J.
AU - Zhu, Weichun
PY - 2008/12
Y1 - 2008/12
N2 - This study examined how transformational leadership directly and indirectly relates to supervisory-rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest. Results revealed that one's identification with his or her work unit, self-efficacy, and means efficacy were related to supervisor-rated performance. The effect of transformational leadership on rated performance was also mediated by the interaction of identification and means efficacy, as well as partially mediated by the interaction of self-efficacy and means efficacy. Implications for research, theory, and practice are discussed.
AB - This study examined how transformational leadership directly and indirectly relates to supervisory-rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest. Results revealed that one's identification with his or her work unit, self-efficacy, and means efficacy were related to supervisor-rated performance. The effect of transformational leadership on rated performance was also mediated by the interaction of identification and means efficacy, as well as partially mediated by the interaction of self-efficacy and means efficacy. Implications for research, theory, and practice are discussed.
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U2 - 10.1111/j.1744-6570.2008.00131.x
DO - 10.1111/j.1744-6570.2008.00131.x
M3 - Article
AN - SCOPUS:55349118500
SN - 0031-5826
VL - 61
SP - 793
EP - 825
JO - Personnel Psychology
JF - Personnel Psychology
IS - 4
ER -