Individualism and collectivism

International Journal of Business and Management

Although transformational leadership has been studied extensively, the magnitude of the relationship between transformational leadership and follower performance across criterion types and levels of analysis remains unclear. Based on 117 independent samples over 113 primary studies, the current meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings. In addition, transformational leadership was positively related to performance at the team and organization levels. Moreover, both meta-analytic regression and relative importance analyses consistently showed that transformational leadership had an augmentation effect over transactional leadership (contingent reward) in predicting individual-level contextual performance and team-level performance. Contrary to our expectation, however, no augmentation effect of t...

Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research:

In spite of calls for deliberate differentiation between individual and team levels of analysis, leadership research based on well-grounded theory referring to multiple levels is scarce. We seek to fill this gap by analyzing the relations between transformational leadership, trust in supervisor and team, job satisfaction, and team performance via multilevel analysis. Results are based on a sample of 360 employees from 39 academic teams. Transformational leadership was positively related to followers' job satisfaction at individual as well as team levels of analysis and to objective team performance. The relation between individual perceptions of supervisors' transformational leadership and job satisfaction was mediated by trust in the supervisor as well as trust in the team. Yet, trust in the team did not mediate the relationship between team perceptions of supervisors' transformational leadership and team performance. Implications for theory and research of leadership at multiple levels as well as for practice are discussed.

/pdf/transformational-leadership-job-satisfaction-and-team-2eh8zfs5js.pdf

Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust

http://web.nchu.edu.tw/pweb/users/arborfish/lesson/10396.pdf

Affective Trust in Chinese Leaders: Linking Paternalistic Leadership to Employee Performance

This study provides a cross-cultural comparison of the mediating effects of trust in the leader on the relationship between the in-role performance of followers (as rated by their leaders) and two types of leadership: transactional and transformational. Participants were 119 full-time Australian followers and 122 full-time Chinese followers. Australian followers reported higher levels of trust in their leaders than did Chinese followers. Culture moderated the mediation effects of trust on the leadership-performance relationship. The findings highlight the need to consider the cultural context within which leadership occurs when attempting to understand mediated relationships with performance outcomes.

Trust and the relationship between leadership and follower performance: opening the black box in Australia and China

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Trust and the relationship between leadership and follower performance: opening the black box in Australia and China