Transformational leadership, work satisfaction and group performance : Mediation analysis
| Authors | |
|---|---|
| Year of publication | 2017 |
| Type | Article in Proceedings |
| Conference | Proceedings of the 5th International Conference on Management Leadership and Governance (ICMLG 2017) |
| MU Faculty or unit | |
| Citation | |
| Field | Psychology |
| Keywords | transformational leadership; work satisfaction; group performance; leadership effectiveness |
| Attached files | |
| Description | This study investigated whether followers’ work satisfaction mediates the relationship between a transformational leadership style and group performance. An evaluation of 32 CEOs by 500 subordinates took place after three months of intensive cooperation within a managerial simulation game. All of the respondents were college students. The followers assessed their work satisfaction using three questions from the Job Diagnostic Survey. Each CEO was evaluated by an average of 15 followers in terms of his/her transformational leadership style using the Czech Leadership Questionnaire. Group performance was assessed based on the final profits of the 32 game companies. Multi-level regression was performed to test the hypothesis. Individual transformational leadership perception related weakly to individual work satisfaction. Group transformational leadership related to group performance partially through group work satisfaction. The mediation effect was strong but significant only at a 10% level because of the limited number of teams (clusters). The advantage of the study was the assessment of the leaders by a large number of followers and the multi-level data analysis. The study is unique because the standardized design of the managerial simulation game enabled an objective and comparable appraisal of the group performance. Contributions to transformational leadership theory, research, and practices are discussed. |
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