Linking transformational leadership to nurses’ extra-role performance: the mediating role of self-efficacy and work engagement
Article first published online: 28 APR 2011
© 2011 Blackwell Publishing Ltd
Journal of Advanced Nursing
Volume 67, Issue 10, pages 2256–2266, October 2011
How to Cite
Salanova, M., Lorente, L., Chambel, M. J. and Martínez, I. M. (2011), Linking transformational leadership to nurses’ extra-role performance: the mediating role of self-efficacy and work engagement. Journal of Advanced Nursing, 67: 2256–2266. doi: 10.1111/j.1365-2648.2011.05652.x
- Issue published online: 7 SEP 2011
- Article first published online: 28 APR 2011
- Accepted for publication 5 February 2011
- extra-role performance;
- transformational leadership;
- work engagement
salanova m., lorente l., chambel m.j. & martínez i.m. (2011) Linking transformational leadership to nurses’ extra-role performance: the mediating role of self-efficacy and work engagement. Journal of Advanced Nursing 67(9), 2256–2266.
Aims. This paper is a report of a social cognitive theory-guided study about the link between supervisors’ transformational leadership and staff nurses’ extra-role performance as mediated by nurse self-efficacy and work engagement.
Background. Past research has acknowledged the positive influence that transformational leaders have on employee (extra-role) performance. However, less is known about the psychological mechanisms that may explain the links between transformational leaders and extra-role performance, which encompasses behaviours that are not considered formal job requirements, but which facilitate the smooth functioning of the organization as a social system.
Methods. Seventeen supervisors evaluated nurses’ extra-role performance, the data generating a sample consisting of 280 dyads. The nurses worked in different health services in a large Portuguese hospital and the participation rate was 76·9% for nurses and 100% for supervisors. Data were collected during 2009. A theory-driven model of the relationships between transformation leadership, self-efficacy, work engagement and nurses’ extra-role performance was tested using Structural Equation Modelling.
Results. Data analysis revealed a full mediation model in which transformational leadership explained extra-role performance through self-efficacy and work engagement. A direct relationship between transformational leadership and work engagement was also found.
Conclusion. Nurses’ supervisors with a transformational leadership style enhance different ‘extra-role’ performance in nurses and this increases hospital efficacy. They do so by establishing a sense of self-efficacy but also by amplifying their levels of engagement in the workplace.