Transformational leadership, innovative behavior and task performance

test of mediation and moderation processes

Samuel Aryee, Fred O. Walumbwa, Qin Zhou, Chad A. Hartnell

Research output: Contribution to journalArticle

Abstract

We use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes. Specifically, we hypothesize that (a) transformational leadership relates to followers' work engagement both directly and indirectly through their psychological states, (b) work engagement relates to innovative behavior, (c) innovative behavior relates to task performance, and (d) the work engagement–innovative behavior relationship is moderated by leader–member exchange. Results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support our hypothesized model.
Original languageEnglish
Pages (from-to)1-25
Number of pages25
JournalHuman Performance
Volume25
Issue number1
DOIs
Publication statusPublished - Jan 2012

Fingerprint

Task Performance and Analysis
Telecommunications
Self Concept
China
Psychology
Mediation
Moderation
Work engagement
Transformational leadership
Follower
Task performance
Innovative behavior
Social exchange theory
Employees
Self-concept
Psychological
Work behavior

Cite this

Aryee, Samuel ; Walumbwa, Fred O. ; Zhou, Qin ; Hartnell, Chad A. / Transformational leadership, innovative behavior and task performance : test of mediation and moderation processes. In: Human Performance. 2012 ; Vol. 25, No. 1. pp. 1-25.
@article{e431c38f69394b1fa558c42a5611a869,
title = "Transformational leadership, innovative behavior and task performance: test of mediation and moderation processes",
abstract = "We use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes. Specifically, we hypothesize that (a) transformational leadership relates to followers' work engagement both directly and indirectly through their psychological states, (b) work engagement relates to innovative behavior, (c) innovative behavior relates to task performance, and (d) the work engagement–innovative behavior relationship is moderated by leader–member exchange. Results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support our hypothesized model.",
author = "Samuel Aryee and Walumbwa, {Fred O.} and Qin Zhou and Hartnell, {Chad A.}",
year = "2012",
month = "1",
doi = "10.1080/08959285.2011.631648",
language = "English",
volume = "25",
pages = "1--25",
journal = "Human Performance",
issn = "0895-9285",
publisher = "Taylor & Francis",
number = "1",

}

Transformational leadership, innovative behavior and task performance : test of mediation and moderation processes. / Aryee, Samuel; Walumbwa, Fred O.; Zhou, Qin; Hartnell, Chad A.

In: Human Performance, Vol. 25, No. 1, 01.2012, p. 1-25.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Transformational leadership, innovative behavior and task performance

T2 - test of mediation and moderation processes

AU - Aryee, Samuel

AU - Walumbwa, Fred O.

AU - Zhou, Qin

AU - Hartnell, Chad A.

PY - 2012/1

Y1 - 2012/1

N2 - We use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes. Specifically, we hypothesize that (a) transformational leadership relates to followers' work engagement both directly and indirectly through their psychological states, (b) work engagement relates to innovative behavior, (c) innovative behavior relates to task performance, and (d) the work engagement–innovative behavior relationship is moderated by leader–member exchange. Results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support our hypothesized model.

AB - We use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes. Specifically, we hypothesize that (a) transformational leadership relates to followers' work engagement both directly and indirectly through their psychological states, (b) work engagement relates to innovative behavior, (c) innovative behavior relates to task performance, and (d) the work engagement–innovative behavior relationship is moderated by leader–member exchange. Results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support our hypothesized model.

UR - http://www.scopus.com/inward/record.url?scp=84858163380&partnerID=8YFLogxK

UR - http://www.tandfonline.com/10.1080/08959285.2011.631648

U2 - 10.1080/08959285.2011.631648

DO - 10.1080/08959285.2011.631648

M3 - Article

VL - 25

SP - 1

EP - 25

JO - Human Performance

JF - Human Performance

SN - 0895-9285

IS - 1

ER -