Transformational leadership and follower performance: Relational and motivational bases of leader behaviors

Abstract

AbstractBased on criticisms and recommendations in the literature made particularly in the last decade, this study focuses on the basic assumptions of transformational leadership (TL) theory such as “follower transformation,” “conceptual differences between the sub‐dimensions of TL” and “performance beyond expectations.” In this regard, it hypothesizes that while individualized consideration and idealized influence sub‐dimensions of TL affect followers' perceptions about the quality of their relationships with their leaders, the inspirational motivation and intellectual stimulation sub‐dimensions are mostly motivational (i.e., person‐organization fit and self‐efficacy), and that these sub‐dimensions enhance follower performance (i.e., organizational citizenship behaviors and task performance) through these specified mechanisms. It also hypothesizes that the quality of leader‐member exchanges moderates the influences of the motivational aspects of TL on follower performance. These hypotheses were tested and confirmed by analyzing the data from 222 leader–follower pairs from the private security sector. Theoretical and practical implications of the findings are discussed and suggestions for future research are provided. This article hopes to motivate future studies to clarify the TL theory and to further support its development.