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The Relationship Between Transformational Leadership and Engagement: Self-Efficacy as a Mediator
Journal of Leadership Studies Pub Date : 2017-10-01 , DOI: 10.1002/jls.21518
Jakub Prochazka 1 , Helena Gilova 1 , Martin Vaculik 1
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The present study investigated whether followers’ self-efficacy mediates the relation-ship between a transformational leadership style and followers’ engagement. 307 Czech employees evaluated the transformational leadership of their superior and their own work-related self-efficacy and work engagement. Of the 4 compared structural equation models, the model in which self-efficacy partially mediates the relationship between transformational leadership and engagement fitted best. The relationship between trans-formational leadership and self-efficacy showed to be weak, whereas the relationship between self-efficacy and engagement appeared to be moderately strong. A mediation analysis reported weak indirect effect of transformational leadership on engagement through self-efficacy. However, direct effect of transformational leadership on engage-ment was strong. Self-efficacy explained only a small portion of the relationship be-tween transformational leadership and engagement. Current research findings expand theories explaining changes in engagement and the mechanism of how transformational leadership influences leadership outcomes.

中文翻译:

变革型领导与参与之间的关系:作为中介者的自我效能

本研究调查了追随者的自我效能是否介导了变革型领导风格与追随者参与之间的关系。307名捷克员工评估了上级的领导能力以及与工作相关的自我效能和工作投入。在四个比较的结构方程模型中,自我效能感部分地介导了变革型领导与参与之间的关系的模型最为合适。转变型领导力与自我效能感之间的关系显示为弱,而自我效能感与敬业度之间的关系则显示为中等强度。调解分析报告说,变革型领导通过自我效能感对参与的间接作用不强。然而,变革型领导对参与的直接影响很强。自我效能仅解释了变革型领导和参与之间的一小部分关系。当前的研究发现扩展了解释参与度变化以及变革型领导如何影响领导成果的机制的理论。
更新日期:2017-10-01
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