رهبری تحول گرا و عملکرد کارکنان
Abstract
1- Introduction
2- Literature review and research hypotheses
3- Methodology
4- Results
5- Discussion
References
Abstract
This study investigates the underlying mechanisms and boundary conditions that explain the relationship between transformational leadership and frontline employee performance. Specifically, it explores the mediating role of organizational identification and work engagement in the relationship between transformational leadership and job performance and organization-directed citizenship behaviors. Additionally, it examines whether proactive personality moderates the effect of transformational leadership on identification and engagement. Data from 323 frontline hotel employees were analyzed using partial least square regression. Results show that identification and engagement fully mediate the relationship between transformational leadership and organizational citizenship behaviors, whereas engagement partially mediates the link between transformational leadership and job performance. Results indicate a sequential mediation effect of identification and engagement on employee performance. Finally, findings show that proactive personality strengthens the effect of leadership on identification and engagement. The study provides information for hotel managers about why and under what circumstances employees perform the way they do.
Introduction
Due to the importance of frontline employee performance in the competitive hospitality industry, scholars and practitioners have long tried to determine its predictors. Among the different variables investigated in the literature, previous research widely identifies supervisory behavior as playing a key role in affecting the performance of frontline employees. In service- and people-oriented businesses, such as the hospitality industry, the success of an organization largely depends on the role of managers (Terglav et al., 2016), as they influence employees’ emotions, attitudes and behaviors (Avolio et al., 2004) and the way they interact with customers (Wallace et al., 2013). Specifically, transformational leadership, defined as a “style of leadership that transforms followers to rise above their self-interest by altering their morale, ideals, interests, and values, motivating them to perform better than initially expected” (Pieterse et al., 2010, p. 610), is currently the most widely accepted paradigm in the leadership literature (Judge and Piccolo, 2004). Prior studies in the transformational leadership area provide empirical evidence of the positive effects of this variable on frontline employee performance (Fuller et al., 1996; Judge and Piccolo, 2004; Lowe et al., 1996). However, further research is needed regarding the specific mechanisms by which these effects occur, and the boundary conditions under which transformational leadership improves employee performance (Holten et al., 2018; Pan and Lin, 2015; Patiar and Wang, 2016). Therefore, this research aims to provide new insights into why and under what circumstances transformational leadership enhances the performance of frontline employees, including job performance and organizational citizenship behaviors directed at the organization (OCBO), in the context of the tourism and hospitality industry. In response to these calls for further research, this study draws on social identity theory (SIT) and social exchange theory (SET) to explore the mediating role played by the psychological relationship between the employee and the organization, in terms of the employee’s organizational identification and work engagement. Under SIT, organizational identification is a form of social identification “where the individual defines him or herself in terms of their membership in a particular organization” (Mael and Ashforth, 1992, p. 105).