Transformational leadership, psychological empowerment, and the moderating role of mechanistic-organic contexts

Journal of Organizational Behavior

Volumn 35, Issue 3, 2014, Pages 413-433

  Dust, Scott B ^a   Resick, Christian J ^b   Mawritz, Mary Bardes ^b  

^a EASTERN KENTUCKY UNIVERSITY   (United States)

^b DREXEL UNIVERSITY   (United States)

Author keywords

Organizational structure; Psychological empowerment; Transformational leadership

Indexed keywords

EID: 84897086409     PISSN: 08943796     EISSN: 10991379     Source Type: Journal    
DOI: 10.1002/job.1904     Document Type: Article

References (104)

1. Ambrose, M. L., & Schminke, M. (2003). Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory trust. Journal of Applied Psychology, 88, 295-305.
2. Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, 249-269.
3. Ashforth, B. E. (1989). The experience of powerlessness in organizations. Organizational Behavior and Human Decision Processes, 43, 207-242.
4. Ashkanasy, N. M., & Tse, B. (2000). Transformational leadership as management of emotion: A conceptual review. In N. M. Ashkanasy, C. E. J. Hartel, & W. J. Zerbe (Eds.), Emotions in the workplace: Theory, research and practice (pp. 221-235). Westport, CT: Quorum Books.
5. Avolio, B. J., & Bass, B. M. (1988). Transformational leadership, charisma and beyond. In J. G. Hunt, H. R. Baliga, H. P. Dachler, & C. A. Schriesheim (Eds.), Emerging leadership vistas (pp. 29-49). Lexington, MA: Heath.
6. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951-968.
7. Bandura, A. (1989). Human agency in social cognitive theory. American Psychologist, September, 44(9), 1175-1184.
8. Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81, 827-832.
9. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
10. Bass, B. M., & Avolio, B. J. (1995). MLQ Multifactor Leadership Questionnaire for research: Permission set. Redwood City, CA: Mindgarden.
11. Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10, 181-217.
12. Berger, P., & Luckmann, T. (1966). The social construction of reality. A treatise in the sociology of knowledge. London: Penguin.
13. Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
14. Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46, 554-571.
15. Burns, J. M. (1978). Leadership. New York: Harper & Row.
16. Burns, T., & Stalker, G. M. (1961). The management of innovation. London: Tavistock.
17. 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.
18. Child, J. (1972). Organization structure and strategies of control-A replication of the Aston study. Administrative Science Quarterly, 17(2), 163-177.
19. Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482.
20. Courtright, J. A., Fairhurst, G. T., & Rogers, L. E. (1989). Interaction patterns in organic and mechanistic systems. Academy of Management Journal, 32(4), 773-802.
21. Covin, J. G., & Slevin, D. P. (1989). Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10(1), 75-87.
22. Cunliffe, A., & Coupland, C. (2012). From hero to villain to hero: Making experience sensible through embodied narrative sensemaking. Human Relations, 65, 63-88.
23. Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74, 580-590.
24. DeRue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: A meta-analytic test of their relative validity. Personnel Psychology, 64(1), 7-52.
25. Dickson, M. W., Resick, C. J., & Hanges, P. J. (2006a). Systematic variation in organizationally-shared cognitive prototypes of effective leadership based on organizational form. Leadership Quarterly, 17, 487-505.
26. Dickson, M. W., Resick, C. J., & Hanges, P. J. (2006b). When organizational climate is unambiguous, it is also strong. Journal of Applied Psychology, 91, 351-364.
27. Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45, 735-744.
28. Edwards, J. R., & Lambert, L. S. (2007). Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12(1), 1-22.
29. Finkelstein, S., & Hambrick, D. C. (1990). Top management team tenure and organizational outcomes: The moderating role of managerial discretion. Administrative Science Quarterly, 35, 484-503.
30. Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18, 39-50.
31. Fredrickson, J. W. (1986). The strategic decision process and organizational structure. Academy of Management Review, 11(2), 280-297.
32. Gefen, D., & Straub, D. (2005). A practical guide to factorial validity using PLS-graph: Tutorial and annotated example. Communications of the Association for Information Systems, 16, 91-109.
33. Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12, 433-448.
34. Grant, A. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93, 108-124.
35. Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55, 458-476.
36. Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. Journal of Applied Psychology, 94, 900-912.
37. Greenbaum, R. L., Mawritz, M. B., & Eissa, G. (2012). Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self evaluation, conscientiousness, and job performance. Journal of Applied Psychology, 97, 343-359.
38. Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.
39. Hambrick, D. C., & Finkelstein, S. (1987). Managerial discretion: A bridge between the polar views of organizational outcomes. In B. M. Staw, and L. L. Cummings (Eds.), Research in organization behavior (Vol. 4, pp. 369-406). Greenwich CT: JAI Press.
40. Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008). The effects of transformational leadership and change leadership on employees' commitment to a change: A multilevel study. Journal of Applied Psychology, 93, 346-357.
41. Hiller, N. J., DeChurch, L. A., Murase, T., & Doty, D. (2011). Searching for outcomes of leadership: A 25-year review. Journal of Management, 37(4), 1137-1177.
42. Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management Journal, 54, 779-796.
43. House, R., Rousseau, D. M., & Thomas-Hunt, M. (1995). The meso-paradigm: A framework for the integration of micro and macro organizational behavior. Research in Organizational Behavior, 17, 41-114.
44. Huber, G. P., & Power, D. J. (1985). Retrospective reports of strategic level managers: Guidelines for increasing their accuracy. Strategic Management Journal, 6, 171-180.
45. Ilies, R., Judge, T., & Wagner, D. (2006). Making sense of motivational leadership: The trail from transformational leaders to motivated followers. Journal of Leadership & Organizational Studies, 13(1), 1-22.
46. Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, 386-408.
47. 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.
48. Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. Leadership Quarterly, 14, 525-544.
49. Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88, 246-255.
50. Katz, D., & Kahn, R. L. (1966). The social psychology of organizations. New York: Wiley.
51. Khandwalla, P. N. (1976/1977). Some top management styles, their context and performance. Organization and Administrative Sciences, 7(4), 21-51.
52. Kidder, D. L. (2002). The influence of gender on the performance of organizational citizenship behaviors. Journal of Management, 28, 629-648.
53. Lance, C. E., Hoffman, B. J., Gentry, W. A., & Baranik, L. E. (2008). Rater source factors represent important subcomponents of the criterion construct space, not rater bias. Human Resource Management Review, 18, 223-232
54. Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions, Journal of Applied Psychology, 87, 131-42.
55. 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.
56. Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48, 21-49.
57. Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. V. (2012). A trickle-down model of abusive supervision. Personnel Psychology, 65, 325-357.
58. Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108, 1-13.
59. Maynard, M. T., Gilson, L. L., & Mathieu, J. E. (2012). Empowerment-fad or fab? A multilevel review of the past two decades of research. Journal of Management, 38(4), 1231-1281.
60. Mischel, W. (1973). Toward a cognitive social learning reconceptualization of personality, Psychological Review, 80, 200-213.
61. Moore, C., Detert, J. R., Treviño, L. K., Baker, V. L., & Mayer, D. M. (2012). Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65, 1-48.
62. Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of Applied Psychology, 91, 1321-1339.
63. Nemanich, L. A., & Keller, R. T. (2007). Transformational leadership in an acquisition: A field study of employees. Leadership Quarterly, 18, 4-68.
64. Oldham, G. R., & Hackman, J. R. (1981). Relationships between organizational structure and employee reactions: Comparing alternative frameworks. Administrative Science Quarterly, 26, 66-83.
65. Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49, 327-340.
66. Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259-278.
67. 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.
68. Preacher, K. J., & Hayes, A. F. (2008). Contemporary approaches to assessing mediation in communication research. In A. F. Hayes, M. D. Slater, and L. B. Snyder (Eds.), The Sage sourcebook of advanced data analysis methods for communication research (pp. 13-54.). Thousand Oaks, CA: Sage Publications.
69. Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Assessing moderated mediation hypotheses: Theory, method, and prescriptions. Multivariate Behavioral Research, 42, 185-227.
70. Purvanova, R. K., Bono, J. E., & Dzieweczynski, J. (2006). Transformational leadership, job characteristics, and organizational citizenship performance. Human Performance, 19: 1-22.
71. Rogers, C. R. (1959). A theory of therapy, personality, and interpersonal relationships, as developed in the client-centered framework. In S. Koch (Ed.), Psychology: A study of a science (Vol. 3, pp. 184-256). New York: McGraw-Hill.
72. Seibert, S. E., Silver, S. R., & Randolph, W. A. (2004). Taking empowerment to the next level: A multilevel model of empowerment, performance, and satisfaction. Academy of Management Journal, 47, 332-349.
73. Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96, 981-1003.
74. Shamir, B., & Howell, J. M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. Leadership Quarterly, 10, 257-283.
75. Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577-594.
76. Shrout, P. E., & Bolger, N. (2002). Mediation in experimental and non-experimental studies: New procedures and recommendations. Psychological Methods, 7, 422-445.
77. Siemsen, E., Roth, A., & Oliveira, P. (2009). Common method bias in regression models with linear, quadratic, and interaction effects. Organizational Research Methods, 13, 456-467.
78. Slevin, D. P., & Covin, J. G. (1997). Strategy formation patterns, performance, and the significance of context. Journal of Management, 23(2), 189-209.
79. Smircich, L., & Morgan, G. (1982). Leadership: The management of meaning. Journal of Applied Behavioral Science, 2(3), 257-273.
80. Sosik, J. J., & Godshalk, V. M. (2000). Leadership styles, mentoring functions received, and job-related stress: A conceptual model and preliminary study. Journal of Organizational Behavior, 21, 365-390.
81. Sosik, J. J., Godshalk, V. M., & Yammarino, F. J. (2004). Transformational leadership, learning goal orientation, and expectations for career success in mentor-protégé relationships: A multiple levels of analysis perspective. Leadership Quarterly, 15, 241-261.
82. Sparks, J. R., & Schenk, J. A. (2001). Explaining the effects of transformational leadership: An investigation of the effects of higher-order motives in multilevel marketing organizations. Journal of Organizational Behavior, 22, 849-869.
83. Spell, C. S., & Arnold, T. J. (2007). A multi-level analysis of organizational justice climate, structure, and employee mental health. Journal of Management, 33(5), 724-751.
84. Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38, 1442-1465.
85. Spreitzer, G. M. (1996). Social structural levers to individual empowerment in the workplace. Academy of Management Journal, 39, 483-504.
86. Spreitzer, G. M. (2008). Taking stock: A review of more than twenty years of research on empowerment at work. In J. Barling, & C. L. Cooper (Eds.), Handbook of organizational behavior (pp. 54-72). Thousand Oaks, CA: Sage.
87. Terziovski, M. (2010). Innovation practice and its performance implications in small and medium enterprises (SMEs) in the manufacturing sector a resource-based view. Strategic Management Journal, 31(8), 892-902.
88. Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment. Academy of Management Review, 15, 666-681.
89. Tosi, H. L. (1991). The organization as a context for leadership theory: A multilevel approach. Leadership Quarterly, 2, 205-228.
90. Waldman, D. A., & Avolio, B. J. (1986). A meta-analysis of age differences in job performance. Journal of Applied Psychology, 71, 33-38.
91. Wally, S., & Baum, J. R. (1994). Personal and structural determinants of the pace of strategic decision making. Academy of Management Journal, 37(4), 932-956.
92. Walter, F., & Bruch, H. (2010). Structural impacts on the occurrence and effectiveness of transformational leadership: An empirical study at the organizational level of analysis. Leadership Quarterly, 21(5), 765-782.
93. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34, 89-126.
94. Wat, D., & Shaffer, M. A. (2005). Equity and relationship quality influences on organizational citizenship behaviors: The mediating role of trust in the supervisor and empowerment. Personnel Review, 34(4), 406-422.
95. Weber, M. (1947). The theory of social and economic organization. New York: Free Press.
96. Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38, 628-652.
97. Weick K. E. (1995). Sensemaking in organizations. Sage Publications, Thousand Oaks, CA.
98. Weick, K. E. (2012) Organized sensemaking: A commentary on processes of interpretive work. Human Relations, 65, 141-153.
99. Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16, 409-421.
100. Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship behaviors. Journal of Management, 17, 601-617.
101. Williamson, O. E. (1975). Markets and hierarchies: Analysis and antitrust implications: A study in the economics of internal organization. New York: Free Press.
102. Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206-215.
103. Yukl, G. (1999). An evaluation of conceptual weakness in transformational and charismatic leadership theories. Leadership Quarterly, 10, 285-305.
104. Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12, 451-483.