The influence of transformational leadership on workplace relationships and job performance

Chungkai Li1, Chia-Hung Hung1
1Ling Tung University, Taiwan
Cite this article:  Li, C., & Hung, C.-H. (2009). The influence of transformational leadership on workplace relationships and job performance. Social Behavior and Personality: An international journal, 37(8), 1129-1142.

Volume 37 Issue 8 | e1926 | Published: September 2009 | DOI: https://doi.org/10.2224/sbp.2009.37.8.1129

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Social-identity and social-exchange theory are employed to examine the role of leader-member relationships (LMX) and coworker relationships (CWR) in explaining the relationship between transformational leadership and task performance/organizational citizenship behavior. These relationships remain unclear in the current organizational literature. Survey data were collected from 1,040 teachers in 52 elementary schools in Taiwan. Results indicate that all 4 dimensions of transformational leadership have positive effects on LMX, whereas only individualized consideration and inspirational motivation positively affect CWR. It was also found that LMX is a more efficacious predictor of task performance than is CWR, whereas CWR, rather than LMX, is the better predictor of organizational citizenship behavior. Implications and directions for future research are discussed.

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