The role of collective efficacy in the relations between transformational leadership and work outcomes

Fred O. Walumbwa; Peng Wang; John J. Lawler; Kan Shi

doi:10.1348/0963179042596441

The role of collective efficacy in the relations between transformational leadership and work outcomes

Fred O. Walumbwa, Peng Wang, John J. Lawler, Kan Shi

Research output: Contribution to journal › Review article › peer-review

219 Scopus citations

Abstract

Using a sample of 402 employees from the banking and finance sectors in China and India, we found that transformational leadership is positively related to organizational commitment and job satisfaction, and negatively related to job and work withdrawal. We also found that collective efficacy mediated the contribution of transformational leadership to job and work withdrawal and partially mediated the contribution of transformational leadership to organizational commitment and job satisfaction. Implications and directions for future research are discussed.

Original language	English
Pages (from-to)	515-530
Number of pages	16
Journal	Journal of Occupational and Organizational Psychology
Volume	77
Issue number	4
DOIs	https://doi.org/10.1348/0963179042596441
State	Published - Dec 2004
Externally published	Yes

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title = "The role of collective efficacy in the relations between transformational leadership and work outcomes",

abstract = "Using a sample of 402 employees from the banking and finance sectors in China and India, we found that transformational leadership is positively related to organizational commitment and job satisfaction, and negatively related to job and work withdrawal. We also found that collective efficacy mediated the contribution of transformational leadership to job and work withdrawal and partially mediated the contribution of transformational leadership to organizational commitment and job satisfaction. Implications and directions for future research are discussed.",

author = "Walumbwa, {Fred O.} and Peng Wang and Lawler, {John J.} and Kan Shi",

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AB - Using a sample of 402 employees from the banking and finance sectors in China and India, we found that transformational leadership is positively related to organizational commitment and job satisfaction, and negatively related to job and work withdrawal. We also found that collective efficacy mediated the contribution of transformational leadership to job and work withdrawal and partially mediated the contribution of transformational leadership to organizational commitment and job satisfaction. Implications and directions for future research are discussed.

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The role of collective efficacy in the relations between transformational leadership and work outcomes

Abstract

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