To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior |
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| Institution: | 1. University of Northern Iowa, Department of Management, 242 Curris Business Building, Cedar Falls, IA 50614, USA;2. University of Melbourne, Department of Management and Marketing, Carlton, Victoria, Australia;1. Rotterdam School of Management, Erasmus University, 3000 DR Rotterdam, The Netherlands;2. Rotterdam School of Management, Erasmus University, 3000 DR Rotterdam, The Netherlands;3. Judge Business School, Cambridge University, Cambridge CB2 1AG, United Kingdom;1. Department of Management, Strome College of Business, Old Dominion University, 2171 Constant Hall, Norfolk, VA 23529, USA;2. Department of Management, College of Business, Florida State University, 821 Academic Way, P.O. Box 3061110, Tallahassee, FL 32306-1110, USA;1. Department of Psychological Sciences, Kansas State University, 492 Bluemont Hall, Manhattan, KS 66506-5302, USA;2. Department of Management & Organization, National University of Singapore, Mochtar Riady Building, BIZ1 Storey 8, 15 Kent Ridge Drive, Singapore 119245, Singapore;3. Department of Management & Organization, National University of Singapore, Mochtar Riady Building, BIZ2 Storey 1, 1 Research Link, 117592, Singapore;4. Department of Pathology, National University of Singapore, MD6 Level 11, 14 Medical Drive, Singapore 117599, Singapore;5. Saw Swee Hock School of Public Health, National University of Singapore, MD3 Level 3, 16 Medical Drive, Singapore 117597, Singapore;1. Universidad de Medellín, Colombia;2. Universidad EAFIT, Colombia |
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| Abstract: | Despite the massive amount of transformational leadership research, the role of followers has not been well-examined in the transformational leadership literature. To understand how leader–follower interactions influence follower organizational citizenship behavior (OCB), we examined the cross-level interactions between transformational leadership and two follower personality traits (neuroticism and extraversion). Using a sample of 215 leaders and 1284 followers, results showed that follower neuroticism moderated the relationships between transformational leadership and organizational citizenship behavior directed toward other individuals (OCB-I) and toward the organization (OCB-O), such that relationships were stronger for those high in neuroticism. Further, follower extraversion moderated the relationships between transformational leadership and OCB-I and OCB-O, such that relationships were stronger for those low in extraversion. Therefore, the inspirational and developmental nature of transformational leaders can offset follower neuroticism and introversion and guide these employees to perform more OCB despite their tendencies to worry, lack confidence, and be shy and withdrawn. |
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