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

J 2017

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

PROCHÁZKA, Jakub, Helena GILOVÁ and Martin VACULÍK

Basic information

Original name

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

Authors

PROCHÁZKA, Jakub (203 Czech Republic, guarantor, belonging to the institution), Helena GILOVÁ (203 Czech Republic, belonging to the institution) and Martin VACULÍK (203 Czech Republic, belonging to the institution)

Edition

Journal of Leadership Studies, Hoboken, John Wiley & Sons, 2017, 1935-2611

Other information

Language

English

Type of outcome

Článek v odborném periodiku

Field of Study

50100 5.1 Psychology and cognitive sciences

Country of publisher

United States of America

Confidentiality degree

není předmětem státního či obchodního tajemství

References:

článek na stránkách časopisu

RIV identification code

RIV/00216224:14230/17:00098002

Organization unit

Faculty of Social Studies

DOI

http://dx.doi.org/10.1002/jls.21518

UT WoS

000413373100003

Keywords (in Czech)

pracovní angažovanost; vnímaná vlastní účinnost; transformační vedení; vůdcovství; mediace

Keywords in English

engagement; self-efficacy; transformational leadership; leadership; mediation

Abstract

V originále

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.

Links

MUNI/A/1077/2015, interní kód MU

Name: Transformační vedení, pracovní spokojenost a pracovní výkon (Acronym: Pracovní postoje, leadership a pracovní výkon)

Investor: Masaryk University, Category A

MUNI/A/1081/2016, interní kód MU

Name: Leader jako klíčový faktor výkonu týmu

Investor: Masaryk University, Category A

Files attached

Prochazka_etal_2017_TFL_self-efficacy_postprint.pdf

Find similar documents

Citovat

PROCHÁZKA, Jakub, Helena GILOVÁ and Martin VACULÍK. The relationship between transformational leadership and engagement : Self-efficacy as a mediator. Journal of Leadership Studies. Hoboken: John Wiley & Sons, 2017, vol. 11, No 2, p. 22-33. ISSN 1935-2611. Available from: https://dx.doi.org/10.1002/jls.21518.

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   author = {Procházka, Jakub and Gilová, Helena and Vaculík, Martin},
   article_location = {Hoboken},
   article_number = {2},
   doi = {http://dx.doi.org/10.1002/jls.21518},
   keywords = {engagement; self-efficacy; transformational leadership; leadership; mediation},
   language = {eng},
   issn = {1935-2611},
   journal = {Journal of Leadership Studies},
   title = {The relationship between transformational leadership and engagement : Self-efficacy as a mediator},
   url = {http://onlinelibrary.wiley.com/doi/10.1002/jls.21518/full},
   volume = {11},
   year = {2017}
}

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KW  - engagement
KW  - self-efficacy
KW  - transformational leadership
KW  - leadership
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UR  - http://onlinelibrary.wiley.com/doi/10.1002/jls.21518/full
L2  - http://onlinelibrary.wiley.com/doi/10.1002/jls.21518/full
N2  - 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.
ER  -

PROCHÁZKA, Jakub, Helena GILOVÁ and Martin VACULÍK. The relationship between transformational leadership and engagement : Self-efficacy as a mediator. \textit{Journal of Leadership Studies}. Hoboken: John Wiley \&{} Sons, 2017, vol.~11, No~2, p.~22-33. ISSN~1935-2611. Available from: https://dx.doi.org/10.1002/jls.21518.

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