ABSTRACT

Research on transformational leadership seems to suggest that followers are uniformly “transformable”. Drawing on the interactionist theory of person and environment, this study questions that assumption by focusing on the impact of follower implicit person theories on the relationship between transformational leadership, follower engagement, and follower performance. Results from a study of 216 employees and 99 leaders in the healthcare industry show that, although transformational leadership has direct relationships with engagement and performance, followers’ implicit person theories have a moderating effect on the relationship between transformational leadership and employee performance. In addition, using a four-factor model of transformational leadership, results show that the behavioural dimensions of inspirational motivation and idealized influence are only effective for incremental theorist followers.

摘要

关于变革型领导力的研究似乎表明，追随者可以统一地“变革”。借助人与环境的相互作用论，本研究通过关注追随者隐性人理论对变革型领导，追随者参与和追随者绩效之间关系的影响，质疑这一假设。对医疗行业的216名员工和99名领导者的研究结果表明，尽管变革型领导与敬业度和绩效有着直接的关系，但追随者的隐性人格理论对变革型领导与员工绩效之间的关系具有调节作用。此外，使用变革型领导力的四因素模型，