Abstract
ABSTRACT Research on transformational leadership seems to suggest that followers are uniformly “transformable”. Drawing on the interactionist theory of person and environment, this study questions that assumption by focusing on the impact of follower implicit person theories on the relationship between transformational leadership, follower engagement, and follower performance. Results from a study of 216 employees and 99 leaders in the healthcare industry show that, although transformational leadership has direct relationships with engagement and performance, followers’ implicit person theories have a moderating effect on the relationship between transformational leadership and employee performance. In addition, using a four-factor model of transformational leadership, results show that the behavioural dimensions of inspirational motivation and idealized influence are only effective for incremental theorist followers.
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