The Relationship Between Transformational Leadership and Engagement: Self-Efficacy as a Mediator
| Autor: | Helena Gilova, Martin Vaculík, Jakub Procházka |
|---|---|
| Rok vydání: | 2017 |
| Předmět: |
Self-efficacy
Mediation (statistics) Work engagement education 05 social sciences pracovní angažovanost vnímaná vlastní účinnost transformační vedení vůdcovství mediace 050209 industrial relations Research findings Structural equation modeling Education Transformational leadership 0502 economics and business engagement self-efficacy transformational leadership leadership mediation Psychology Social psychology health care economics and organizations 050203 business & management |
| Zdroj: | Journal of Leadership Studies |
| ISSN: | 1935-2611 |
| DOI: | 10.1002/jls.21518 |
| Popis: | 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. 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. |
| Databáze: | OpenAIRE |
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