Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

The relationship between leadership and follower in‐role performance and satisfaction with the leader The mediating effects of empowerment and trust in the leader

The relationship between leadership and follower in‐role performance and satisfaction with the... Purpose – The purpose of this paper is to provide an examination of the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and two outcomes (i.e. the in‐role performance of followers as rated by the leader and satisfaction with the leader). Design/methodology/approach – In total, 150 customer service operators in an Australian call‐centre were invited to participate in a leadership questionnaire and informed that their performance would be rated by their immediate supervisors (i.e. their line manager) as part of the study. A sample of 109 responses were used in the analysis. Findings – Partial least squares analysis revealed that the effects of transformational leadership on the in‐role performance of followers were mediated by empowerment and trust in the leader, whereas the effects of transformational leadership on satisfaction were partially mediated by trust in the leader. Research limitations/implications – The implications of the findings for leadership theorists is that a more fine‐grained approach is required to understand the leadership “black box” in that different mediators have been shown to affect different outcomes. Practical implications – In a call‐center context, which has high levels of control, standardization and formalization, transformational leadership can improve the performance of followers by empowering them and by developing trust in the leader. Originality/value – This paper contributes to the literature by providing a concurrent analysis of the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and in‐role performance and job satisfaction. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

The relationship between leadership and follower in‐role performance and satisfaction with the leader The mediating effects of empowerment and trust in the leader

Download PDF
16 pages

Loading next page...
 
/lp/emerald-publishing/the-relationship-between-leadership-and-follower-in-role-performance-0W0bEWsmJD
Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730710718218
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to provide an examination of the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and two outcomes (i.e. the in‐role performance of followers as rated by the leader and satisfaction with the leader). Design/methodology/approach – In total, 150 customer service operators in an Australian call‐centre were invited to participate in a leadership questionnaire and informed that their performance would be rated by their immediate supervisors (i.e. their line manager) as part of the study. A sample of 109 responses were used in the analysis. Findings – Partial least squares analysis revealed that the effects of transformational leadership on the in‐role performance of followers were mediated by empowerment and trust in the leader, whereas the effects of transformational leadership on satisfaction were partially mediated by trust in the leader. Research limitations/implications – The implications of the findings for leadership theorists is that a more fine‐grained approach is required to understand the leadership “black box” in that different mediators have been shown to affect different outcomes. Practical implications – In a call‐center context, which has high levels of control, standardization and formalization, transformational leadership can improve the performance of followers by empowering them and by developing trust in the leader. Originality/value – This paper contributes to the literature by providing a concurrent analysis of the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and in‐role performance and job satisfaction.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Feb 13, 2007

Keywords: Leadership; Empowerment; Trust; Transformational leadership

References

  • Empowerment: the emperor's new clothes
    Argyris, C.
  • Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance
    Avolio, B.; Zhu, W.; Koh, W.; Bhatia, P.
  • Self‐efficacy: toward a unifying theory of behavioural change
    Bandura, A.
  • Leadership and Performance beyond Expectations
    Bass, B.
  • From transactional to transformational leadership: learning to share the vision
    Bass, B.
  • Transformational leadership and organizational culture
    Bass, B.; Avolio, B.
  • Improving Organizational Effectiveness through Transformational Leadership
    Bass, B.; Avolio, B.
  • Transformational leadership and the falling dominoes effect
    Bass, B.; Waldman, D.; Avolio, B.; Bebb, M.
  • Leaders: Strategies for Taking Charge
    Bennis, W.; Nanus, B.
  • Leadership
    Burns, J.
  • A behavioral decision theory approach to modeling dyadic trust in superiors and subordinates
    Butler, J.; Cantrell, R.
  • Trust and the relationship between leadership and follower performance: opening the black box in Australia and China
    Casimir, G.; Waldman, D.; Bartram, T.; Yang, S.
  • The partial least squares approach for structural equation modeling
    Chin, W.
  • The empowerment process: integrating theory and practice
    Conger, J.; Kanungo, R.
  • Charismatic leadership and follower effects
    Conger, J.; Kanungo, R.; Menon, S.
  • New work attitude measures of trust, organizational commitment and personal need non‐fulfillment
    Cook, J.; Wall, T.
  • Call‐centers must adapt their ways
    Curtis, J.
  • Antecedents and consequences of organizational innovation and organizational learning in entrepreneurship
    García‐Morales, V.; Llorens‐Montes, F.; Verdú‐Jover, A.
  • Call‐centers grow in size and range
    Gilmore, A.
  • Call‐centers widen their field of vision
    Gofton, K.
  • Distributed properties: a new architecture for leadership
    Gronn, P.
  • Work Redesign
    Hackman, J.; Oldham, G.
  • Multivariate Data Analysis
    Hair, J.; Anderson, R.; Tatham, R.; Black, W.
  • Work and the Nature of Man
    Herzberg, F.
  • The shared leadership challenge in strategic alliances: lessons from the US healthcare industry
    Judge, W.; Ryman, J.
  • Opening the black box: an experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership
    Jung, D.; Avolio, B.
  • The dual effects of transformational leadership: priming relational and collective selves and further effects on followers
    Kark, R.; Shamir, B.
  • Beyond self‐management: antecedents and consequences of team empowerment
    Kirkman, B.; Rosen, B.
  • Leadership: do traits matter?
    Kirkpatrick, S.; Locke, E.
  • On fire: charismatic leadership and levels of analysis
    Klein, K.; House, R.
  • Credibility: How leaders Gain and Lose It, and Why People Demand It
    Kouzes, J.; Posner, B.
  • The impact of workplace empowerment and organizational trust on staff nurses' work satisfaction and organizational commitment
    Laschinger, H.; Finegan, J.; Shamian, J.
  • The motivation sequence, the motivation hub, and the motivation core
    Locke, E.
  • Effectiveness correlates of transformational and transactional leadership: a meta‐analytic review of the MLQ literature
    Lowe, K.; Kroeck, K.; Sivasubramaniam, N.
  • Telemarketing league tables: technology spurs call centre growth
    McLuhan, R.
  • Tele‐services, call‐centres and urban and regional development
    Marshall, J.; Richardson, R.
  • An integration model of organizational trust
    Mayer, R.; Davis, J.; Schoorman, F.
  • The Leader's Edge: The Seven Keys to Leadership in a Turbulent World
    Nanus, B.
  • Psychometric Theory
    Nunnally, J.C.
  • Effects of transformational leadership on empowerment and team effectiveness
    Ozaralli, N.
  • Fairness perceptions and trust as mediators for transformational and transactional leadership: a two‐sample study
    Pillai, R.; Schreisheim, C.; Williams, E.
  • Transformational leader behaviors and their effects on followers' trust in leader, satisfaction and organizational citizenship behaviors
    Podsakoff, P.; MacKenzie, S.; Moorman, R.; Fetter, R.
  • Taking empowerment to the next level: a multiple‐level model of empowerment, performance, and satisfaction
    Seibert, S.; Silver, S.; Randolph, W.
  • The motivational effects of charismatic leadership: a self‐concept based theory
    Shamir, B.; House, R.; Arthur, M.
  • Perceived control by employees: a meta‐analysis of studies concerning autonomy and participation at work
    Spector, P.
  • Psychological empowerment in the workplace: dimensions, measurement and validation
    Spreitzer, G.
  • A dimensional analysis of the relationship between psychological empowerment and effectiveness, satisfaction, and strain
    Spreitzer, G.; Kizilos, M.; Nason, S.
  • Analyzing research on transformative learning theory
    Taylor, E.
  • Cognitive elements of empowerment: an integrative model of intrinsic task motivation
    Thomas, K.; Velthouse, B.
  • From control to commitment in the workplace
    Walton, R.
  • Managers as initiators of trust: an exchange relationship framework for understanding managerial behavior
    Whitener, E.; Brodt, S.; Korsgaard, M.; Werner, J.