Integrating managerial perceptions and transformational leadership into a work-unit level model of employee involvement
Article first published online: 27 JUN 2005
Copyright © 2005 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 26, Issue 5, pages 561–589, August 2005
How to Cite
Richardson, H. A. and Vandenberg, R. J. (2005), Integrating managerial perceptions and transformational leadership into a work-unit level model of employee involvement. J. Organiz. Behav., 26: 561–589. doi: 10.1002/job.329
- Issue published online: 27 JUN 2005
- Article first published online: 27 JUN 2005
- Manuscript Accepted: 2 APR 2005
- Manuscript Revised: 10 JAN 2005
- Manuscript Received: 30 JUL 2004
- Louisiana State University
- Centers of Disease Control and Prevention, and Institute for Occupational Safety and Health. Grant Number: 1R010H03737-01A1
Employee involvement is an organizational phenomenon that has received increasing empirical attention. Although much research has examined the outcomes of involvement at the organization level, arguments can be made for exploring involvement at the work-unit level and for investigating the processes by which a unit-level climate of involvement may be created or emerge. Building on largely untested suggestions that such processes are likely to be motivational and initiated by employees' immediate supervisors, this paper incorporates two concepts of managerial perceptions and leadership into a work-unit level model of involvement climate. In particular, this study examines the indirect association of managerial perceptions about subordinates' ability to perform and about the utility of organizational practices for facilitating performance, as well as the direct association of transformational leadership, with a climate of involvement. The association of involvement climate with citizenship, absenteeism, and voluntary turnover is also considered. Using structural equation modeling in a sample of 167 work units, results indicate that leadership fully mediates the relationship between managers' perceptions about their subordinates and climate. Further, climate partially mediates and fully mediates the relationship between leadership and citizenship, and absenteeism, respectively. Implications for future research are discussed. Copyright © 2005 John Wiley & Sons, Ltd.