The relationship between transformational leadership and engagement : Self-efficacy as a mediator

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F00216224%3A14230%2F17%3A00098002" target="_blank" >RIV/00216224:14230/17:00098002 - isvavai.cz</a>

Výsledek na webu

<a href="http://onlinelibrary.wiley.com/doi/10.1002/jls.21518/full" target="_blank" >http://onlinelibrary.wiley.com/doi/10.1002/jls.21518/full</a>

DOI - Digital Object Identifier

<a href="http://dx.doi.org/10.1002/jls.21518" target="_blank" >10.1002/jls.21518</a>

Jazyk výsledku

angličtina

Název v původním jazyce

The relationship between transformational leadership and engagement : Self-efficacy as a mediator

Popis výsledku v původním jazyce

The present study investigated whether followers’ self-efficacy mediates the relation-ship between a transformational leadership style and followers’ engagement. 307 Czech employees evaluated the transformational leadership of their superior and their own work-related self-efficacy and work engagement. Of the 4 compared structural equation models, the model in which self-efficacy partially mediates the relationship between transformational leadership and engagement fitted best. The relationship between trans-formational leadership and self-efficacy showed to be weak, whereas the relationship between self-efficacy and engagement appeared to be moderately strong. A mediation analysis reported weak indirect effect of transformational leadership on engagement through self-efficacy. However, direct effect of transformational leadership on engage-ment was strong. Self-efficacy explained only a small portion of the relationship be-tween transformational leadership and engagement. Current research findings expand theories explaining changes in engagement and the mechanism of how transformational leadership influences leadership outcomes.

Název v anglickém jazyce

The relationship between transformational leadership and engagement : Self-efficacy as a mediator

Popis výsledku anglicky

The present study investigated whether followers’ self-efficacy mediates the relation-ship between a transformational leadership style and followers’ engagement. 307 Czech employees evaluated the transformational leadership of their superior and their own work-related self-efficacy and work engagement. Of the 4 compared structural equation models, the model in which self-efficacy partially mediates the relationship between transformational leadership and engagement fitted best. The relationship between trans-formational leadership and self-efficacy showed to be weak, whereas the relationship between self-efficacy and engagement appeared to be moderately strong. A mediation analysis reported weak indirect effect of transformational leadership on engagement through self-efficacy. However, direct effect of transformational leadership on engage-ment was strong. Self-efficacy explained only a small portion of the relationship be-tween transformational leadership and engagement. Current research findings expand theories explaining changes in engagement and the mechanism of how transformational leadership influences leadership outcomes.

Druh

J_SC - Článek v periodiku v databázi SCOPUS

CEP obor

—

OECD FORD obor

50100 - Psychology and cognitive sciences

Projekt

—

Návaznosti

S - Specificky vyzkum na vysokych skolach

Rok uplatnění

2017

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název periodika

Journal of Leadership Studies

ISSN

1935-2611

e-ISSN

—

Svazek periodika

11

Číslo periodika v rámci svazku

2

Stát vydavatele periodika

US - Spojené státy americké

Počet stran výsledku

12

Strana od-do

22-33

Kód UT WoS článku

000413373100003

EID výsledku v databázi Scopus

2-s2.0-85031725507