How transformational leadership weaves its influence on individual job performance: The role of identification and efficacy beliefs

Fred O. Walumbwa, Bruce J. Avolio, Weichun Zhu

Research output: Contribution to journalArticlepeer-review

227 Scopus citations

Abstract

This study examined how transformational leadership directly and indirectly relates to supervisory-rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest. Results revealed that one's identification with his or her work unit, self-efficacy, and means efficacy were related to supervisor-rated performance. The effect of transformational leadership on rated performance was also mediated by the interaction of identification and means efficacy, as well as partially mediated by the interaction of self-efficacy and means efficacy. Implications for research, theory, and practice are discussed.

Original languageEnglish (US)
Pages (from-to)793-825
Number of pages33
JournalPersonnel Psychology
Volume61
Issue number4
DOIs
StatePublished - Dec 2008

All Science Journal Classification (ASJC) codes

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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