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HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS

Authors


  • Portions of this paper were presented at the 22nd Annual Conference of the Society for Industrial and Organizational Psychology and received recognition as one of the top-featured posters at the Top Poster Reception, New York, April 2007. We express our gratitude to Cynthia Milligan, Dean of College of Business Administration, University of Nebraska–Lincoln for assistance with obtaining organizations for this study. Finally, we thank associate editor Frederick Morgeson and two anonymous reviewers for their insightful comments and suggestions. All remaining errors are ours.

and requests for reprints should be addressed to Fred O. Walumbwa, Department of Management, Arizona State University, 4701 West Thunderbird Road, Phoenix, AZ 85069-7100; Fred.Walumbwa@asu.edu.

Abstract

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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