Abstract
ABSTRACTEmployees contribute more when they are aware of their leaders’ high performance expectations (HPE), but how can leaders successfully convey HPE? Here it is argued that both transformational and transactional leadership behaviors involve goal-setting, which can affect employee-perceived HPE. Using a leadership training field experiment with 3,730 employees nested in 471 organizations, the findings support that training in transformational, transactional and combination leadership training significantly increased employees’ HPE relative to a control group. Furthermore, transformational leadership and pecuniary rewards seem to be important mechanisms. This implies that public leaders can affect HPE through leadership and thus potentially organizational performance.
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