Harmonizing dependency and independence The ambidextrous effects of transformational leadership and mediating role of trust and perceived control
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May 31, 2012
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Abstract
Transformational leadership produces ambidextrous effects: followers' dependence on leaders and independent competence. These two effects represent affective and cognitive aspects of psychological process in the functioning of transformational leadership. This study examined the mediating role of trust and perceived control as the link between transformational leadership and organizational commitment. With analysis of data from 1,136 employees using structural equation modeling(SEM), we tested the hypothetical model explaining the structural relationships among the variables and interpreted the fitness and robustness of the suggested model. The results showed that (1) trust partially mediated the relationship between transformational leadership and organizational commitment, and (2) the relationship between transformational leadership and organizational commitment was also partially mediated by perceived control. The results suggest that transformational leaders need to harmonize both dependency and independence of followers. The implications and the directions for future studies were also discussed.
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Kim, B., & Chung, M. (2012). Harmonizing dependency and independence: The ambidextrous effects of transformational leadership and mediating role of trust and perceived control. Korean Journal of Industrial and Organizational Psychology, 25(2), 453–476. https://doi.org/10.24230/kjiop.v25i2.453-476
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Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper & Row.
Boss, R. W. (1978). Trust and managerial problem solving revisited. Group and Organizational Studies, 3, 331-342.
Breaugh, J. A., & Becker, A. S. (1987). Further examination of the work autonomy scales: Three studies. Human Relations, 40, 381-400.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Bycio. P., Allen, J. S., & Hackett, R. D. (1995). Further assessment of Bass's (1985) conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80, 468-478.
Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. Leadership Quarterly, 10, 145-179.
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Conger, J. A., & Kanungo, R. N. (1998). Charismatic leadership in organizations. Thousand Oaks, CA: Sage.
Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need fulfillment. Journal of Occupational Psychology, 53, 39-52.
Cummings, L. L., & P. Bromiley. (1996). The Organizational trust inventory(OTI): Development and validation. In R. M. Kramer & T. R. Tyler (Eds.). Trust in organizations: Frontiers of theory and research: 302-329. London: Sage Publications.
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Edmonson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350-383.
Eisenberger, R., Rhoades, L., & Cameron, J. (1999). Does pay for performance increase or decrease perceived self-determination and intrinsic motivation? Journal of Personality and Social Psychology, 77, 1026-1040.
Foster-Fishman, P. G., & Keys, C. B. (1997). The person/environment dynamics of employee empowerment: An organizational culture analysis. American Journal of Community Psychology, 25, 345-369.
Fu, P., Tsui, A., Liu, J., & Li, C. (2010). Pursuit of whose happiness? Executive leaders' transformational behaviors and personal values. Administrative Science Quarterly, 55, 222-254.
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