The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification

Olga Epitropaki, Robin Martin

Research output: Contribution to journalArticle

Abstract

In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness–connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema.
Original languageEnglish
Pages (from-to)569-589
Number of pages21
JournalLeadership Quarterly
Volume16
Issue number4
DOIs
Publication statusPublished - Aug 2005

Fingerprint

affectivity
Individuality
leadership
employee
Identification (Psychology)
Organizational identification
Transactional leadership
Individual differences
Negative affectivity
Transformational leadership

Keywords

  • transformational
  • transactional
  • leadership
  • organizational identification
  • self-schema
  • positive
  • negative
  • affectivity

Cite this

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abstract = "In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness–connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema.",
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The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification. / Epitropaki, Olga; Martin, Robin.

In: Leadership Quarterly, Vol. 16, No. 4, 08.2005, p. 569-589.

Research output: Contribution to journalArticle

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