A multilevel model of transformational leadership and adaptive performance and the moderating role of climate for innovation

Group and Organization Management

Volumn 35, Issue 6, 2010, Pages 699-726

  Charbonnier Voirin, Audrey ^a   El Akremi, Assâad ^b   Vandenberghe, Christian ^c  

^a OMNES Education   (France)

^b UNIVERSITÉ DE TOULOUSE   (France)

^c HEC MONTRÉAL   (Canada)

Author keywords

adaptive performance; climate for innovation; multilevel analysis; transformational leadership

Indexed keywords

EID: 78751489450     PISSN: 10596011     EISSN: 15523993     Source Type: Journal    
DOI: 10.1177/1059601110390833     Document Type: Article

References (66)

1. Aiken, L.S., & West, S.G. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: SAGE.
2. Allworth, E., & Hesketh, B. (1999). Construct-oriented biodata: Capturing change-related and contextually relevant future performance. International Journal of Selection and Assessment, 7, 97-111.
3. Anderson, N.R., & West, M.A. (1998). Measuring climate for work group innovation: Development and validation of the team climate inventory. Journal of Organizational Behavior, 19, 235-258.
4. Bass, B.M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
5. Bentler, P.M., & Chou, C.P. (1987). Practical issues in structural modeling. Sociological Methods & Research, 16, 78-117.
6. Bliese, P.D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations (pp. 349-381). San Francisco, CA: Jossey-Bass.
7. Bono, J., & Judge, T. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46, 554-571.
8. Burke, C.S., Pierce, L.G., & Salas, E. (2006). Understanding adaptability: A prerequisite for effective performance within complex environments. Amsterdam, Netherlands: Elsevier JAI.
9. Chan, D. (1998). Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of Applied Psychology, 83, 234-246.
10. Chen, G., & Bliese, P.D. (2002). The role of different levels of leadership in predicting self- and collective efficacy: Evidence for discontinuity. Journal of Applied Psychology, 87, 549-556.
11. Chen, G., Kirkman, B.L., Kanfer, R., Allen, D., & Rosen, B. (2007). A multilevel study of leadership, empowerment, and performance in teams. Journal of Applied Psychology, 92, 331-346.
12. Chen, Z.G., Lam, W., & Zhong, J.A. (2007). Leader-member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92, 202-212.
13. Cho, J., & Dansereau, F. (2010). Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors. Leadership Quarterly, 21, 409-421.
14. Conway, J.M., & Huffcutt, A.I. (2003). A review and evaluation of exploratory factor analysis practices in organizational research. Organizational Research Methods, 6, 147-168.
15. Crowne, D.P., & Marlowe, D. (1960). A new scale of social desirability independent of psychopathology. Journal of Consulting Psychology, 24, 349-354.
16. Dumdum, U.R., Lowe, K.B., & Avolio, B.J. (2002). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 35-66). Oxford, UK: Elsevier.
17. Eisenbeiss, S.A., van Knippenberg, D., & Boerner, S. (2008). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 93, 1438-1446.
18. Goodman, J.S., & Blum, T.C. (1996). Assessing the non-random sampling effects of subject attrition in longitudinal research. Journal of Management, 22, 627-652.
19. Han, T.Y., & Williams, K.J. (2008). Multilevel investigation of adaptive performance: Individual and team-level relationships. Group & Organization Management, 33, 657-684.
20. Hofmann, D.A., Griffin, M., & Gavin, M.B. (2000). The application of hierarchical linear modeling to organizational research. In K. J. Klein & S. W. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations (pp. 467-511). San Francisco, CA: Jossey-Bass.
21. Howell, J.M., & Avolio, B.J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78, 891-902.
22. Howell, J.P., Dorfman, P.W., & Kerr, S. (1986). Moderator variables in leadership research. Academy of Management Review, 11, 88-102.
23. Ilgen, D.R., & Pulakos, E.D. (1999). Employee performance in today's organizations. In D. R. Ilgen & D. P. Pulakos (Eds.), The changing nature of performance: Implications for staffing, motivation and development (pp. 1-18). San Francisco, CA: Jossey-Bass.
24. James, L.R. (1982). Aggregation bias estimates of perceptual agreement. Journal of Applied Psychology, 67, 219-229.
25. James, L.R., Demaree, R.G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85-98.
26. Johnson, J.W. (2001). The relative importance of task and contextual performance dimensions to supervisor judgments of overall performance. Journal of Applied Psychology, 86, 984-996.
27. Jöreskog, K.G., Sörbom, D., Du Toit, S., & Du Toit, M. (2001). LISREL 8: New statistical features. Chicago, IL: Scientific Software International.
28. Judge, T.A., & Piccolo, R.F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
29. Jung, D., Chow, C.W., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. Leadership Quarterly, 14, 525-544.
30. Kearney, E., & Gebert, D. (2009). Managing diversity and enhancing team outcomes: The promise of transformational leadership. Journal of Applied Psychology, 94, 77-89.
31. Kirkman, B.L., Chen, G., Farh, J.L., Chen, Z.X., & Lowe, K.B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal, 52, 744-764.
32. Kotter, J.P. (1996). Leading change. Boston, MA: Harvard Business School Press.
33. Kozlowski, S.W., Gully, S.M., Brown, K.G., Salas, E., Smith, E.M., & Nason, E. (2001). Effects of training goals and goal orientation traits on multidimensional training outcomes and performance adaptability. Organizational Behavior and Human Decision Processes, 85, 1-31.
34. Kuenzi, M., & Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed research agenda for the organizational work climate literature. Journal of Management, 35, 634-717.
35. Landis, R.S., Beal, D.J., & Tesluk, P.E. (2000). A comparison of approaches to forming composite measures in structural equation models. Organizational Research Methods, 3, 186-207.
36. Lepine, J.A., Colquitt, J.A., & Erez, A. (2000). Adaptability to changing task contexts: Effects of general cognitive ability, conscientiousness, and openness to experience. Personnel Psychology, 53, 563-593.
37. Liao, H., & Chuang, A. (2007). Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships. Journal of Applied Psychology, 92, 1006-1019.
38. Moss, S.A., Dowling, N., & Callanan, J. (2009). Towards an integrated model of leadership and self regulation. Leadership Quarterly, 20, 162-176.
39. Pawar, B.S., & Eastman, K.K. (1997). The nature and implications of contextual influences on transformational leadership: A conceptual examination. Academy of Management Review, 22, 80-109.
40. Piccolo, R.F., & Colquitt, J.A. (2006). Transformational leadership and job behavior: The mediating role of core job characteristics. Academy of Management Journal, 49, 327-340.
41. Ployhart, R.E., & Bliese, P.D. (2006). Individual adaptability (I-ADAPT) theory: Conceptualizing the antecedents, consequences, and measurement of individual differences in adaptability. In C. S. Burke, L. G. Pierce & E. Salas (Eds.), Understanding adaptability: A prerequisite for effective performance within complex environments. Amsterdam, Netherlands: Elsevier JAI.
42. Podsakoff, P.M., MacKenzie, S.B., Ahearne, M., & Bommer, W.H. (1995). Searching for a needle in a haystack: Trying to identify the illusive moderators of leadership behaviors. Journal of Management, 21, 422-470.
43. Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction and organizational citizenship behaviors. Leadership Quarterly, 1, 107-142.
44. Podsakoff, P.M., MacKenzie, S.B., Paine, J.B., & Bachrach, D.G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513-563.
45. Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y., & Podsakoff, N.P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879-903.
46. Porter, L.W., & McLaughlin, G.B. (2006). Leadership and the organizational context: Like the weather? Leadership Quarterly, 17, 559-576.
47. Pulakos, E.D., Arad, S., Donovan, M.A., & Plamondon, K.E. (2000). Adaptability in the work place: Development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85, 612-624.
48. Pulakos, E.D., Dorsey, D.W., & White, S.S. (2006). Adaptability in the workplace: Selecting an adaptive workforce. In C. S. Burke, L. G. Pierce & E. Salas (Eds.), Understanding adaptability: A prerequisite for effective performance within complex environments (pp. 41-72). Amsterdam, Netherlands: Elsevier JAI.
49. Raudenbush, S.W., & Bryk, A.S. (2002). Hierarchical linear models: Applications and data analysis methods (2nd ed.). Newbury Park, CA: SAGE.
50. Rosen, M.A., Bedwell, W.L., Wildman, J.L., Fritzsche, B.A., Salas, E., & Burke, C.S. (IN PRESS). Managing adaptive performance in teams: Guiding principles and behavioral markers for measurement. Human Resource Management Review.
51. Schneider, B., & Reichers, A.E. (1983). On the etiology of climates. Personnel Psychology, 36, 19-39.
52. Schneider, B., White, S.S., & Paul, M.C. (1998). Linking service climate and customer perceptions of service quality: Test of a causal model. Journal of Applied Psychology, 83, 150-163.
53. Schulte, M., Ostroff, C., Shmulyian, S., & Kinicki, A. (2009). Organizational climate configurations: Relationships to collective attitudes, customer satisfaction, and financial performance. Journal of Applied Psychology, 94, 618-634.
54. Scott, S.G., & Bruce, R.A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37, 580-607.
55. Shamir, B., & Howell, J.M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. Leadership Quarterly, 10, 257-283.
56. Shin, S.J., & Zhou, J. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46, 703-714.
57. van der Vegt, G.S., van de Vliert, E., & Huang, X. (2005). Location-level links between diversity and innovative climate depend on national power distance. Academy of Management Journal, 48, 1171-1182.
58. Walumbwa, F.O., Avolio, B.J., & Zhu, W.C. (2008). How transformational leadership weaves its influence on individual job performance: The role of identification and efficacy beliefs. Personnel Psychology, 61, 793-825.
59. Wang, H., Law, K.S., Hackett, R.D., Wang, D.X., & Chen, Z.X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal, 48, 420-432.
60. Wang, P., & Rode, J.C. (2010). Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate. Human Relations, 63, 110-1128.
61. West, M.A., Borrill, C.S., Dawson, J.F., Brodbeck, F., Shapiro, D.A., & Haward, B. (2003). Leadership clarity and team innovation in health care. Leadership Quarterly, 14, 393-410.
62. Williams, L.J., Cote, J., & Buckley, M. (1989). Lack of method variance in self-reported affect and perceptions at work: Reality or artifact? Journal of Applied Psychology, 74, 462-468.
63. Wu, J.B., Tsui, A.S., & Kinicki, A.J. (2010). Consequences of differentiated leadership in groups. Academy of Management Journal, 53, 90-106.
64. Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10, 285-305.
65. Zhu, W., Avolio, B.J., & Walumbwa, F.O. (2009). Moderating role of follower characteristics with transformational leadership and follower work engagement. Group & Organization Management, 34, 590-619.
66. Zohar, D., & Tenne-Gazit, O. (2008). Transformational leadership and group interaction as climate antecedents: A social network analysis. Journal of Applied Psychology, 93, 744-757.