IMPACT OF TRANSFORMATIONAL LEADERSHIP ON EMPLOYEE PERFORMANCE AND ORGANIZATIONAL CITIZEN BEHAVIOR

http://dx.doi.org/10.31703/gmsr.2020(V-III).12      10.31703/gmsr.2020(V-III).12      Published : Sep 2020
Authored by : Fauzia Ahmed , Saubia Ramzan , Nagina Gul

12 Pages : 109-119

References

  • Atwater, Leanne E, Dionne, Shelley D, Camobreco, John F, Avolio, Bruce J, & Lau, Alan. (1998). Individual attributes and leadership style: Predicting the use of punishment and its effects. Journal of Organizational Behavior, 19(6), 559-576.
  • Avolio, Bruce J, Bass, Bernard M, & Jung, Dong I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of occupational and organizational psychology, 72(4), 441-462.
  • Bass, Bernard M, & Yammarino, Francis J. (1991). Congruence of self and others' leadership ratings of naval officers for understanding successful performance. Applied Psychology, 40(4), 437-454.
  • Bass, Bernard M, Avolio, Bruce J, Jung, Dong I, & Berson, Yair. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of applied psychology, 88(2), 207.
  • Bass, Bernard M. (2008). The Bass handbook of leadership. Theory, research and managerial applications, 4.
  • Boehnke, Karen, Bontis, Nick, DiStefano, Joseph J, & DiStefano, Andrea C. (2003). Transformational leadership: an examination of cross-national differences and similarities. Leadership & Organization Development Journal, 24(1), 5-15.
  • Bono, Joyce E, & Judge, Timothy A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46(5), 554-571.
  • Chen, Ming-Jer, & MacMillan, Ian C. (1992). Nonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibility. Academy of Management Journal, 35(3), 539-570.
  • Conger, Jay A, & Kanungo, Rabindra N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
  • Erdogan, Berrin, & Enders, Jeanne. (2007). Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships. Journal of Applied Psychology, 92(2), 321.
  • House, Robert J, & Aditya, Ram N. (1997). The social scientific study of leadership: Quo vadis? Journal of management, 23(3), 409-473.
  • Humphreys, John H. (2005). Contextual implications for transformational and servant leadership: A historical investigation. Management Decision, 43(10), 1410-1431.
  • Hurtz, Gregory M, & Donovan, John J. (2000). Personality and job performance: the Big Five revisited. Journal of applied psychology, 85(6), 869.
  • Judge, Timothy A, & Piccolo, Ronald F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), 755.
  • Kark, Ronit, Shamir, Boas, & Chen, Gilad. (2003). The two faces of transformational leadership: empowerment and dependency. Journal of applied psychology, 88(2), 246.
  • Kelloway, E Kevin, Loughlin, Catherine, Barling, Julian, & Nault, Alison. (2002). Self‐Reported Counterproductive Behaviors and Organizational Citizenship Behaviors: Separate but Related Constructs. International Journal of Selection and Assessment, 10(1‐2), 143-151.
  • Kent, Aubrey, & Chelladurai, Packianathan. (2003). Multiple sources of leadership and employee reactions in a State Parks and Recreation Department. Journal of Park and Recreation Administration, 21(1), 38-60.
  • LePine, Jeffrey A, Erez, Amir, & Johnson, Diane E. (2002). The nature and dimensionality of organizational citizenship behavior: a critical review and meta-analysis. Journal of applied Psychology, 87(1), 52.
  • Luthans, Fred, & Avolio, Bruce. (2003). Authentic leadership development. Positive organizational scholarship, 241, 258.
  • Madhu, B, & Krishnan, Venkat R. (2005). Impact of transformational leadership and Karma Yoga on organizational citizenship behaviour. Prestige Journal of management and research, 9(1), 1-20.
  • Organ, Dennis W. (1994). Personality and organizational citizenship behavior. Journal of Management, 20(2), 465-478.
  • Özaralli, Nurdan. (2003). Effects of transformational leadership on empowerment and team effectiveness. Leadership & Organization Development Journal, 24(6), 335-344.
  • Paré, Guy, & Tremblay, Michel. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals' turnover intentions. Group & Organization Management, 32(3), 326-357.
  • Piccolo, Ronald F, Greenbaum, Rebecca, Hartog, Deanne N den, & Folger, Robert. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2‐3), 259-278.
  • Podsakoff, Philip M, MacKenzie, Scott B, Lee, Jeong-Yeon, & Podsakoff, Nathan P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.
  • Purvanova, Radostina K, Bono, Joyce E, & Dzieweczynski, Jessica. (2006). Transformational leadership, job characteristics, and organizational citizenship performance. Human performance, 19(1), 1-22.
  • Rhoades, Linda, Eisenberger, Robert, & Armeli, Stephen. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of applied psychology, 86(5), 825.
  • Shaffer, RD, & Shaffer, Margaret A. (2005). EMOTIONAL INTELLIGENCE ABILITIES, PERSONALITY AND WORKPLACE PERFORMANCE. Paper presented at the Academy of Management Proceedings.
  • Shin, Shung Jae, & Zhou, Jing. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703-714.
  • Spreitzer, Gretchen M, & Mishra, Aneil K. (2002). To stay or to go: Voluntary survivor turnover following an organizational downsizing. Journal of Organizational Behavior, 23(6), 707-729.
  • Treviño, Linda K, Weaver, Gary R, & Reynolds, Scott J. (2006). Behavioral ethics in organizations: A review. Journal of management, 32(6), 951-990.
  • Wayne, Sandy J, Shore, Lynn M, Bommer, William H, & Tetrick, Lois E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of applied psychology, 87(3), 590.
  • Williams, Larry J, & Anderson, Stella E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.
  • Yukl, Gary, Gordon, Angela, & Taber, Tom. (2002). A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Journal of Leadership & Organizational Studies, 9(1), 15-32.

References

  • Atwater, Leanne E, Dionne, Shelley D, Camobreco, John F, Avolio, Bruce J, & Lau, Alan. (1998). Individual attributes and leadership style: Predicting the use of punishment and its effects. Journal of Organizational Behavior, 19(6), 559-576.
  • Avolio, Bruce J, Bass, Bernard M, & Jung, Dong I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of occupational and organizational psychology, 72(4), 441-462.
  • Bass, Bernard M, & Yammarino, Francis J. (1991). Congruence of self and others' leadership ratings of naval officers for understanding successful performance. Applied Psychology, 40(4), 437-454.
  • Bass, Bernard M, Avolio, Bruce J, Jung, Dong I, & Berson, Yair. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of applied psychology, 88(2), 207.
  • Bass, Bernard M. (2008). The Bass handbook of leadership. Theory, research and managerial applications, 4.
  • Boehnke, Karen, Bontis, Nick, DiStefano, Joseph J, & DiStefano, Andrea C. (2003). Transformational leadership: an examination of cross-national differences and similarities. Leadership & Organization Development Journal, 24(1), 5-15.
  • Bono, Joyce E, & Judge, Timothy A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46(5), 554-571.
  • Chen, Ming-Jer, & MacMillan, Ian C. (1992). Nonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibility. Academy of Management Journal, 35(3), 539-570.
  • Conger, Jay A, & Kanungo, Rabindra N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
  • Erdogan, Berrin, & Enders, Jeanne. (2007). Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships. Journal of Applied Psychology, 92(2), 321.
  • House, Robert J, & Aditya, Ram N. (1997). The social scientific study of leadership: Quo vadis? Journal of management, 23(3), 409-473.
  • Humphreys, John H. (2005). Contextual implications for transformational and servant leadership: A historical investigation. Management Decision, 43(10), 1410-1431.
  • Hurtz, Gregory M, & Donovan, John J. (2000). Personality and job performance: the Big Five revisited. Journal of applied psychology, 85(6), 869.
  • Judge, Timothy A, & Piccolo, Ronald F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), 755.
  • Kark, Ronit, Shamir, Boas, & Chen, Gilad. (2003). The two faces of transformational leadership: empowerment and dependency. Journal of applied psychology, 88(2), 246.
  • Kelloway, E Kevin, Loughlin, Catherine, Barling, Julian, & Nault, Alison. (2002). Self‐Reported Counterproductive Behaviors and Organizational Citizenship Behaviors: Separate but Related Constructs. International Journal of Selection and Assessment, 10(1‐2), 143-151.
  • Kent, Aubrey, & Chelladurai, Packianathan. (2003). Multiple sources of leadership and employee reactions in a State Parks and Recreation Department. Journal of Park and Recreation Administration, 21(1), 38-60.
  • LePine, Jeffrey A, Erez, Amir, & Johnson, Diane E. (2002). The nature and dimensionality of organizational citizenship behavior: a critical review and meta-analysis. Journal of applied Psychology, 87(1), 52.
  • Luthans, Fred, & Avolio, Bruce. (2003). Authentic leadership development. Positive organizational scholarship, 241, 258.
  • Madhu, B, & Krishnan, Venkat R. (2005). Impact of transformational leadership and Karma Yoga on organizational citizenship behaviour. Prestige Journal of management and research, 9(1), 1-20.
  • Organ, Dennis W. (1994). Personality and organizational citizenship behavior. Journal of Management, 20(2), 465-478.
  • Özaralli, Nurdan. (2003). Effects of transformational leadership on empowerment and team effectiveness. Leadership & Organization Development Journal, 24(6), 335-344.
  • Paré, Guy, & Tremblay, Michel. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals' turnover intentions. Group & Organization Management, 32(3), 326-357.
  • Piccolo, Ronald F, Greenbaum, Rebecca, Hartog, Deanne N den, & Folger, Robert. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2‐3), 259-278.
  • Podsakoff, Philip M, MacKenzie, Scott B, Lee, Jeong-Yeon, & Podsakoff, Nathan P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.
  • Purvanova, Radostina K, Bono, Joyce E, & Dzieweczynski, Jessica. (2006). Transformational leadership, job characteristics, and organizational citizenship performance. Human performance, 19(1), 1-22.
  • Rhoades, Linda, Eisenberger, Robert, & Armeli, Stephen. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of applied psychology, 86(5), 825.
  • Shaffer, RD, & Shaffer, Margaret A. (2005). EMOTIONAL INTELLIGENCE ABILITIES, PERSONALITY AND WORKPLACE PERFORMANCE. Paper presented at the Academy of Management Proceedings.
  • Shin, Shung Jae, & Zhou, Jing. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703-714.
  • Spreitzer, Gretchen M, & Mishra, Aneil K. (2002). To stay or to go: Voluntary survivor turnover following an organizational downsizing. Journal of Organizational Behavior, 23(6), 707-729.
  • Treviño, Linda K, Weaver, Gary R, & Reynolds, Scott J. (2006). Behavioral ethics in organizations: A review. Journal of management, 32(6), 951-990.
  • Wayne, Sandy J, Shore, Lynn M, Bommer, William H, & Tetrick, Lois E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of applied psychology, 87(3), 590.
  • Williams, Larry J, & Anderson, Stella E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.
  • Yukl, Gary, Gordon, Angela, & Taber, Tom. (2002). A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Journal of Leadership & Organizational Studies, 9(1), 15-32.

Cite this article

APA

    APA : Ahmed, F., Ramzan, S., & Gul, N. (2020). Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior. Global Management Sciences Review, V(III), 109-119. https://doi.org/10.31703/gmsr.2020(V-III).12

CHICAGO

    CHICAGO : Ahmed, Fauzia, Saubia Ramzan, and Nagina Gul. 2020. "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior." Global Management Sciences Review, V (III): 109-119 doi: 10.31703/gmsr.2020(V-III).12

HARVARD

    HARVARD : AHMED, F., RAMZAN, S. & GUL, N. 2020. Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior. Global Management Sciences Review, V, 109-119.

MHRA

    MHRA : Ahmed, Fauzia, Saubia Ramzan, and Nagina Gul. 2020. "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior." Global Management Sciences Review, V: 109-119

MLA

    MLA : Ahmed, Fauzia, Saubia Ramzan, and Nagina Gul. "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior." Global Management Sciences Review, V.III (2020): 109-119 Print.

OXFORD

    OXFORD : Ahmed, Fauzia, Ramzan, Saubia, and Gul, Nagina (2020), "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior", Global Management Sciences Review, V (III), 109-119

TURABIAN

    TURABIAN : Ahmed, Fauzia, Saubia Ramzan, and Nagina Gul. "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior." Global Management Sciences Review V, no. III (2020): 109-119. https://doi.org/10.31703/gmsr.2020(V-III).12