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Paradoxical leader behaviors in people management: Antecedents and consequences. Academy of Management Journal, 58 2 , — Download references. We highly appreciate the valuable comments and suggestions from Dr. The funding was used to support the necessary costs for completing this study, including on-site traveling, data analysis, proofreading, etc.
You can also search for this author in PubMed Google Scholar. CYS proposed the preliminary research design and YCJ improved the research design by adding the moderator of proactive personality. NRR designed the questionnaire and YT improved it by adding more demographic information questions. FSJ collected the data and performed the data analyses. They worked together on the revision based on the comments of reviewers based on extensive discussions.
All authors read and approved the final manuscript. Correspondence to Chunjiang Yang. Her research mainly focuses on the organizational behavior and human resources management. His research mainly focuses on the organizational behavior and human resources management.
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Download PDF. Research Open Access Published: 06 December Is transformational leadership always good for employee task performance? Abstract Transformational leadership, generally considered as a desirable leadership style, has positive effects on various performance outcomes of employees; however, its productivity has been called into question because of a relative neglect of its negative aspects.
Introduction Transformational leadership has been one of the most important researched topics of the past few decades since Burns introduced its concept Ng Transformational leadership and task performance A great deal of evidence has confirmed that transformational leadership is positively associated with a range of outcomes in performance Bass and Avolio ; Kirkpatrick and Locke ; Spreitzer et al.
Taking these findings and reasonings together, we hypothesize as follows: Hypothesis 1: The relationship between transformational leadership and task performance is characterized by an inverted U-shaped relationship where transformational leadership positively impacts employee task performance to a specific point inflection point ; Beyond this point the influence of transformational leadership on employee task performance declines.
Proactive personality as a moderator Productivity or validity of transformational leadership is not consistent but depends on followers with different personality characteristics Gong et al. In sum, we hypothesize as follows: Hypothesis 2: Employee proactive personality positively moderates the relationship between transformational leadership and employee task performance. Study 1 Methodology Procedure and sample The participants are drawn from 7 companies in the manufacturing, telecommunications, and hotel industries distributed in northern area of China, including 3 five-star hotels, 2 chemical fiber factories and 2 communication service suppliers.
Measures Prior to implementing the survey, to ensure meaning equivalence between English and Chinese, first we selected a back-translation Brislin process to design the Chinese version of this questionnaire. Transformational leadership Transformational leadership was measured with 14 items from Kirkman et al.
Proactive personality To measure proactive personality, we used the 6-item scale developed by Bateman and Crant Task performance We assessed task performance using item scale developed by Tsui et al. Analysis and results To avoid the existing possibility of common method bias in the current study, we adopted the multiple-source data and time-lagged design following recommendations proposed in the literature by Podsakoff et al. Confirmatory factor analyses Before hypotheses testing, we first conducted CFA Mplus procedures to verify the distinctiveness of the three variables included in the present research: transformational leadership, proactive personality and task performance.
Table 1 Comparison of measurement models Full size table. Table 2 Means, standard deviations, correlations, and reliabilities Full size table. Table 3 Hierarchical regression analysis for employee task performance Full size table. Curvilinear relationship between transformational leadership and task performance. Full size image. Moderating effects of proactive personality on transformational leadership and task performance. Study 2 Study 2 was conducted to test all of our hypotheses again, to replicate the findings of Study 1 in a bank context, and corroborate our results across studies Mathison ; Webb et al.
Methodology Participants and procedure In Study 2, employees with only one immediate supervisor, working in the Bank of China, Qinhuangdao Branch, were recruited.
Measures Study 2 used scales and items also used in Study 1. Table 4 Comparison of measurement models Full size table. Table 5 Means, standard deviations, correlations, and reliabilities Full size table. Table 6 Hierarchical regression results on employee task performance Full size table.
Theoretical contributions The findings of this study contribute to the existing literature in at least three ways. Practical implications Beyond theoretical contributions to the leadership literature, this study provides some meaningful practical suggestions. Limitations and further research Several limitations of this study should be noted. References Abele, A. Article Google Scholar Ahmad, A. Google Scholar Aiken, L. Google Scholar Akgunduz, Y. Article Google Scholar Ames, D.
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Article Google Scholar Sonnentag, S. Article Google Scholar Spector, P. Article Google Scholar Spreitzer, G. Article Google Scholar Stone, A. Article Google Scholar Summers, J. Article Google Scholar Thompson, J. There should instead be a shift towards a new and more empirically defined form of leadership, where leaders are appointed based on capability and skill as opposed to charisma. Organizations across the world are notorious for promoting charismatic and politically savvy employees into leadership roles because they seem leaderlike.
Some people can charm their superiors into thinking they would be effective leaders. They tend to be confident, creative, charming, and flashy, which helps them stand out in comparison with their peers. Second, there are several inconsistencies when it comes to measuring leader effectiveness.
In a study conducted by Robert B. Kaiser, Robert Hogan, and S. Bartholomew Craig, the authors outlined these inconsistencies. For example, some organizations measure leadership effectiveness through manager evaluations.
Others measure it through subordinate evaluations. Instead of dictating changes to their team, transformational leaders inspire people to change their perceptions, expectations, or motivations to work toward a common mission or goal.
This process, according to Bernard Bass, who expanded upon this theory, garners higher levels of respect, trust, and admiration.
As with any form of leadership, there are advantages and disadvantages of transformational leadership which must be examined. If a transformational leader loses faith, so does the rest of their team. Transformational leaders tend to retain employees more often than other forms of leadership. They are able to retain more customers as well. That is because of the charisma this leadership style requires. Those using transformational leadership seek to satisfy the needs of the organization as they work to satisfy their personal needs simultaneously.
That means everyone on the team is more likely to feel like they have a specific role within the organization, which keeps them engaged. Transformational leaders are able to achieve higher levels of productivity from their followers because they seek to meet the demands of personal motives.
This leadership style excels at recognizing existing needs or demands, especially in their followers. When used in decisive or heroic ways, followers become fully motivated to work toward what they feel is a righteous cause.
For organizations and brands to evolve, they must be willing to change, improve, and expand over time. When new initiatives are in place, transformational leadership is the best style available to bring others on-board to the vision being introduced.
They are able to sell the changes, improvements, or expansion required because they already believe in the process. They make the changes themselves, which encourages others to make the changes as well. When implemented correctly, this process allows the leader, the followers, and the organization to eventually reach their full potential.
Transformational leaders do an excellent job of incorporating a new vision into their current situation. They are also good at recognizing gaps or problems in the process of a vision, which allows them to make adjustments or recommendations to correct the situation immediately.
Then, because their charisma helps to sell the morality of the vision to their followers, the adoption of the new vision filters quickly down the hierarchy of the organization to get everyone onto the same page. Enthusiasm is contagious. When you see someone having a good time, then you want to share in that experience.
If followers see their leader being successful in their pursuit of a new vision or gal, then they want to experience that success as well. Transformational leaders are able to create enthusiasm within their ranks of followers because of their own enthusiasm. That leads to higher levels of productivity, higher levels of team morale, and lower levels of follower turnover. Transformational leaders do more than work toward a final goal or vision. They also work toward achieving higher levels of efficiency for themselves and for their followers.
This leadership style is one of the best at having people engage with the learning process for this position. These leaders work to stimulate the intellect of their employees, build a positive culture, and provide individualized learning supports.
In return, they typically receive a higher level of engagement and performance from their team. One of the biggest issues corporations face with general productivity is a lack of team communication.
When team members are not properly informed of job duties, expectations, or project stipulations, then they cannot be fully productive.
Transformational leaders are forced into a position where they must be an excellent communicator. They must provide consistent feedback to their followers to keep them pointed toward the vision or goal being worked toward. Without this communication, it is almost impossible for this leadership style to succeed.
When a company is struggling for a long time period, they typically use transformational leaders to boost morale and change the environment. The passion, enthusiasm, and high energy levels encourage and inspire others to find success. Whenever there is a state of indifference present in the workplace, the transformational leader is the most capable of breaking the team out of that routine.
The transformational leader wants to build a strong community within their base of followers at all times. That is because they understand that the core of all business transactions is a strong and healthy relationship. Not only does this approach remove fragmented relationships that happen between employees, teams, or divisions, it also encourages more customers to stick with an organization for repetitive purchases.
When present over a long-term time period, the transformational leader can eliminate any unhealthiness which may exist within their sphere of influence. Transactional leaders tend to focus on the completion of tasks without seeing why they are important. Transformational leaders might sometimes lose their task-oriented focus, though they always remained focused on doing the right thing in the right way.
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