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Journal of Business Ethics

Erschienen in:

04.07.2015

Pseudo-transformational Leadership is in the Eyes of the Subordinates

verfasst von: Chiou-Shiu Lin, Pei-Chi Huang, Shyh-Jer Chen, Liang-Chih Huang

Erschienen in: Journal of Business Ethics | Ausgabe 1/2017

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Abstract

Based on attribution theory, this research defines pseudo-transformational leadership to be driven by the interaction between transformational leadership and the subordinates’ perception of their supervisor’s manipulative intention. We investigate the effects of pseudo-transformational leadership on contextual performance through organizational identification. The results of hierarchical linear modeling using a sample of 214 subordinates reporting to 66 supervisors show that when subordinates perceive that their supervisor has a high level of manipulative intention, the impact of group-level transformational leadership on the subordinates will be reduced. More specifically, when subordinates perceive the manipulative intention of transformational leadership, they are less likely to identify with the organization, which ultimately limits their willingness to demonstrate contextual performance activities. The implications of these findings for theory as well as managerial practice are discussed.

Vorheriger Artikel Mutual Recognition Respect Between Leaders and Followers: Its Relationship to Follower Job Performance and Well-Being

Nächster Artikel In Pursuit of a ‘Single Source of Truth’: from Threatened Legitimacy to Integrated Reporting

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Titel: Pseudo-transformational Leadership is in the Eyes of the Subordinates
verfasst von: Chiou-Shiu Lin
Pei-Chi Huang
Shyh-Jer Chen
Liang-Chih Huang
Publikationsdatum: 04.07.2015
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2017
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-015-2739-5

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