EXAMINING FOLLOWER RESPONSES TO TRANSFORMATIONAL LEADERSHIP FROM A DYNAMIC, PERSON–ENVIRONMENT FIT PERSPECTIVE
We invoke the person–environment fit paradigm to examine on a daily basis follower affective, attitudinal, and behavioral responses to transformational leadership needed and received. Results from two experience sampling method (ESM) studies suggested that positive affect was higher on days when tra...
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Published in: | Academy of Management journal Vol. 61; no. 4; pp. 1343 - 1368 |
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Main Authors: | , , , , , , |
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01-08-2018
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Abstract | We invoke the person–environment fit paradigm to examine on a daily basis follower affective, attitudinal, and behavioral responses to transformational leadership needed and received. Results from two experience sampling method (ESM) studies suggested that positive affect was higher on days when transformational leadership received fit follower needs (compared to days when the amount received was deficient or in excess of follower needs) and on days when absolute levels of fit was higher. We also found that positive affect mediated the within-person effects of transformational leadership needed and received on subordinates’ daily work attitudes (Studies 1 and 2) and organizational citizenship behaviors (Study 2). Supplemental analyses in Study 2 revealed that subordinates need more transformational leadership when they experience more challenge stressors, face greater uncertainty at work, and perform more meaningful work. |
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AbstractList | We invoke the person–environment fit paradigm to examine on a daily basis follower affective, attitudinal, and behavioral responses to transformational leadership needed and received. Results from two experience sampling method (ESM) studies suggested that positive affect was higher on days when transformational leadership received fit follower needs (compared to days when the amount received was deficient or in excess of follower needs) and on days when absolute levels of fit was higher. We also found that positive affect mediated the within-person effects of transformational leadership needed and received on subordinates’ daily work attitudes (Studies 1 and 2) and organizational citizenship behaviors (Study 2). Supplemental analyses in Study 2 revealed that subordinates need more transformational leadership when they experience more challenge stressors, face greater uncertainty at work, and perform more meaningful work. |
Author | LAMBERT, LISA SCHURER GOO, WONGUN MATTA, FADEL K. PARK, HEE MAN DIMOTAKIS, NIKOLAOS TEPPER, BENNETT J. KOOPMAN, JOEL |
Author_xml | – sequence: 1 givenname: BENNETT J. surname: TEPPER fullname: TEPPER, BENNETT J. organization: The Ohio State University – sequence: 2 givenname: NIKOLAOS surname: DIMOTAKIS fullname: DIMOTAKIS, NIKOLAOS organization: University of Nebraska – sequence: 3 givenname: LISA SCHURER surname: LAMBERT fullname: LAMBERT, LISA SCHURER organization: Oklahoma State University – sequence: 4 givenname: JOEL surname: KOOPMAN fullname: KOOPMAN, JOEL organization: Texas A&M University – sequence: 5 givenname: FADEL K. surname: MATTA fullname: MATTA, FADEL K. organization: University of Georgia – sequence: 6 givenname: HEE MAN surname: PARK fullname: PARK, HEE MAN organization: Pennsylvania State University – sequence: 7 givenname: WONGUN surname: GOO fullname: GOO, WONGUN organization: Indiana University East |
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SubjectTerms | Attitudes Behavior Behavioral responses Citizenship Ecological momentary assessment Employee attitude Leadership Occupational psychology Organizational citizenship behaviour Positive emotions Sampling techniques Subordinates Transformational leadership Uncertainty |
Title | EXAMINING FOLLOWER RESPONSES TO TRANSFORMATIONAL LEADERSHIP FROM A DYNAMIC, PERSON–ENVIRONMENT FIT PERSPECTIVE |
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