Is it worth being attached to the leader? Transformational leadership and various types of performance: The mediating role of leader as attachment figure

Abstract

We assumed that the perception of the leader as an attachment figure would mediate the relationship between transformational leadership transformational leadership and leader/follower's reports of team performance. Leaders (N = 38) and employees (N = 204) completed separate questionnaire batteries. Team members assessed their perceptions of the leader as an attachment figure, transformational leadership of their leaders, and general and citizenship performance. Leaders assessed their transformational leadership style and the performance of their teams. We applied multi-level structural equation modeling (multi-level mediation). Perceptions of the leader as an attachment figure did not significantly mediate team or general performance prediction. But, the transformational leadership of the leader (team level) positively predicted the dimensions of the attachment figure (secure figure and separation distress – individual level). The secure figure positively and separation distress negatively predicted interpersonal and organizational citizenship performance at the team level. The perception of a leader as an attachment figure at the team level has different characteristics than at the individual level. The results indicate that the best scenario for team performance, as seen through the lens of transformational leadership, is a secure-figure leader and followers with low separation distress. The discussion meets the topics of the low statistical power and the need to differentiate a leader's attachment figure functions in organizations regarding the individual versus team level.