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Nielsen, Karina and Daniels, Kevin 
ORCID: https://orcid.org/0000-0002-8620-886X
(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
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 |
| UEA Research Groups: | Faculty of Social Sciences > Research Groups > Employment Systems and Institutions |
| Depositing User: | Elle Green |
| Date Deposited: | 30 Jan 2013 09:14 |
| Last Modified: | 08 Nov 2022 16:30 |
| URI: | https://ueaeprints.uea.ac.uk/id/eprint/41040 |
| DOI: | 10.1016/j.leaqua.2011.09.001 |
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