Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level
Document Type
Article
Publication Date
8-16-2017
Publication Title
Public Performance & Management Review
Abstract
Originally developed to explain the leadership styles of political leaders and societal reformers, the theory of transformational leadership is increasingly used to explain organizational performance in public administration. Transformational leaders supposedly use their inspirational abilities, motivational skills, intellectual stimulation, and individualized consideration to change employee aspirations and behavior, resulting ultimately in improved organizational performance. Using Bayesian SEM on survey responses of 2,786 employees of a state transportation department, this article examines the impact of transformational leadership on mission valence at three organizational leadership levels, with organizational goal clarity and performance management hypothesized as intervening mechanisms. Results show transformational leadership having the strongest impact on organizational goal clarity at the topmost leadership level, and on the use of performance management at the lowest leadership level.
Repository Citation
Pasha, Obed; Poister, Theodore H.; Wright, Bradley E.; and Thomas, John C., "Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level" (2017). All Maxine Goodman Levin School of Urban Affairs Publications. 0 1 2 3 1571.
https://engagedscholarship.csuohio.edu/urban_facpub/1571
Original Citation
Obed Pasha, Theodore H. Poister, Bradley E. Wright & John C. Thomas (2017) Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level, Public Performance & Management Review, 40:4, 722-740, DOI: 10.1080/15309576.2017.1335220
DOI
10.1080/15309576.2017.1335220
Volume
40
Issue
4
