Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level |
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| Authors: | Jochen I. Menges Frank Walter Bernd Vogel Heike Bruch |
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| Affiliation: | aUniversity of Cambridge, Judge Business School, Trumpington Street, Cambridge CB2 1AG, United Kingdom;bUniversity of Groningen, Faculty of Economics and Business, Department for HRM & OB, Nettelbosje 2, 9747 AE Groningen, The Netherlands;cUniversity of Reading, Henley Business School, Greenlands, Henley-on-Thames, Oxfordshire RG9 3AU, United Kingdom;dUniversity of St. Gallen, Institute for Leadership and HRM, Dufourstrasse 40a, 9000 St. Gallen, Switzerland |
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| Abstract: | Transformational leadership (TFL) climate describes the degree to which leaders throughout an organization engage in TFL behaviors. In this study, we investigate performance linkages, mechanisms, and boundary conditions of TFL climate at the organizational level of analysis. In a sample of 158 independent organizations, 18,094 employees provided data on TFL climate, positive affective climate, trust climate, and employees' task performance behavior and organizational citizenship behavior. In addition, human resource managers rated overall employee productivity. Study results yielded a pattern of moderated mediation for overall employee productivity and employees' aggregate task performance behavior, in that an organization's TFL climate was indirectly (through positive affective climate) related with these outcome variables under conditions of high trust climate, but not under conditions of low trust climate. Further, we found an organization's TFL climate to indirectly relate with employees' aggregate organizational citizenship behavior through positive affective climate, largely independent of the level of trust climate. |
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| Keywords: | Transformational leadership Positive affect Trust Task performance behavior Organizational citizenship behavior |
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