Does shared and differentiated transformational leadership predict followers' working conditions and well-being?

Nielsen, Karina and Daniels, Kevin (2012) Does shared and differentiated transformational leadership predict followers' working conditions and well-being? The Leadership Quarterly, 23 (3). pp. 383-397. ISSN 1873-3409

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Abstract

Transformational leadership has been widely researched and is associated with followers' performance, attitudes, and subjective well-being at the individual level. Less research has focused on transformational leadership as a group phenomenon. In a survey study (425 followers and 56 leaders), we examined how group-level and differentiated transformational leadership shape followers' perceptions of their working conditions and individual subjective well-being. There was stronger evidence that differentiated transformational leadership's relationships with indicators of well-being was mediated by perceptions of working conditions, in that 10 out of 20 tests for mediation using differentiated transformational leadership were significant, compared to just three out of 20 for group-level transformational leadership. The results suggest that transformational leadership needs to be studied as a group phenomenon considering how group-level perceptions may impact on followers' well-being and that leaders need to realize that there is an “I” in groups and addition to a “we” in groups.

Item Type: Article
Uncontrolled Keywords: differentiated leadership,group-level leadership,subjective well-being,transformational leadership,working conditions
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Related URLs:
Depositing User: Elle Green
Date Deposited: 30 Jan 2013 09:14
Last Modified: 21 Mar 2019 12:54
URI: https://ueaeprints.uea.ac.uk/id/eprint/41040
DOI: 10.1016/j.leaqua.2011.09.001

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