Examining the Unique Mediators That Underlie the Effects of Different Dimensions of Transformational Leadership

Abstract

Although transformational leadership has been found to relate favorably to various work outcomes, past research has predominantly focused on overall transformational leadership rather than its dimensions. We addressed this shortcoming by examining how two dimensions of transformational leadership—providing support and emphasizing group goals—relate to follower organizational citizenship behavior and turnover intentions via leader–member exchange and employee commitment. Survey data were collected from 107 triads (employees, supervisors, and coworkers) employed in various organizations and industries. We supported our theoretical model in which the relation of providing support with organizational citizenship behavior is mediated by leader–member exchange and supervisor commitment, whereas the relationship of emphasizing group goals with turnover intentions is mediated by organizational commitment. These findings indicate that the dimensions of transformational leadership operate through unique channels. One implication for leadership development is that, depending on what outcome is desired (e.g., strengthening commitment to the leader vs. the organization), training can be tailored to target the most relevant dimension (e.g., providing support is more important for cultivating commitment to the leader vs. the organization). We discuss these and other implications of our findings.