The influence of leader core self-evaluation on follower reports of transformational leadership |
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| Authors: | Jia Hu Zhen Wang Robert C. Liden Jianmin Sun |
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| Affiliation: | 1. 346 Mendoza College of Business, University of Notre Dame, Notre Dame, IN 46556, USA;2. School of Business, Central University of Finance and Economics, Beijing, 100081, People''s Republic of China;3. Department of Managerial Studies, University of Illinois at Chicago, Chicago, IL, 60607, USA;4. School of Labor and Human Resources, Renmin University of China, Beijing, 100872, People''s Republic of China |
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| Abstract: | The role of leader core self-evaluations (CSE) was investigated for its influence on follower perceptions of transformational leadership (TFL) dimensions in a sample of 464 employees and 150 leaders from three Chinese organizations. As hypothesized, after controlling for leaders' and followers' demographic variables and modeling fixed-effects to account for the potential impact of omitted variables, we found that leader CSE was significantly and positively related to follower perception of leader TFL. The result enhances the understanding of TFL antecedents. |
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