Leadership Styles as Predictors of Work Attitudes: A Moderated–Mediation Link
Drawing on the recent locus and mechanism models of leadership (Eberly, Johnson, Hernandez & Avolio, 2013), the purpose of this paper is to begin to explore the role of leadership styles from two different loci standpoints – (1) dyadic-focused, transformational leadership; and (2) leader-focu...
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| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Editura ASE
2020-02-01
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| Series: | Amfiteatru Economic |
| Subjects: | |
| Online Access: | https://www.amfiteatrueconomic.ro/temp/Article_2884.pdf |
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| Summary: | Drawing on the recent locus and mechanism models of leadership (Eberly, Johnson,
Hernandez & Avolio, 2013), the purpose of this paper is to begin to explore the role of
leadership styles from two different loci standpoints – (1) dyadic-focused, transformational
leadership; and (2) leader-focused, transactional leadership—as important antecedents to
individual and organizational outcomes in the organizational context.
Among employees in several organizations in Israel (N=265), we investigated the
relationships between (1) several individual and organizational work outcomes (i.e., job
engagement, work enjoyment); and (2) the two leadership styles (the predictors, namely,
transformational and transactional leadership). In addition, we explored the roles of (3) a
possible mediational mechanism through which we posited the leadership styles operate
(i.e., work drive); and (4) a possible moderator (i.e., organization types). These associations
were presented as a model that was both tested via multi-group moderation structural
equation modeling (SEM) and through moderated–mediation analyses via competing
models of demographical differences.
The findings illustrated that both transformational and transactional leadership styles have a
direct, positive influence on outcomes. However, with regard to the intermediary moderator
and mediator variables, the results demonstrate varied and interesting relationships in
current study, the indication being that each of the two leadership styles, when interfacing
with unique combinations of moderator and mediator, produce outcomes specific to the
leadership style. Important concepts, recommendations, and implications are discussed |
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| ISSN: | 1582-9146 2247-9104 |