Location of Repository

The relationship between employees’ self-monitoring and occupational self-efficacy and transformational leadership.

By B. Schyns

Abstract

The topic of the present study is the relationship between transformational leadership as perceived by followers and follower characteristics such as self-monitoring and self-efficacy. Self-monitoring was hypothesized to be positively related to transformational leadership, as persons with high self-monitoring are a) sensitive to expressive behaviors of others and b) able to control their own expressive behavior. The correlations found here, however, are too small to confirm this assumption. With respect to self-efficacy, past research leads to two contradictory assumptions concerning its relationship to transformational leadership: a) Self-efficacy is negatively related to a perception of transformational leadership as "weak" employees (i.e. persons with low self-efficacy) are especially susceptible to transformational leadership or b) Self-efficacy is positively related to a perception of transformational leadership as employees with high self-efficacy see themselves as being similar to their leaders and thus tend to perceived transformational leadership in their leaders. Whereas the first hypothesis had to be rejected, the second was supported. The sample was then subdivided into groups in order to test extreme group differences. No extreme group differences could be found.\ud \u

Publisher: University of Iowa
Year: 2001
OAI identifier: oai:dro.dur.ac.uk.OAI2:7640
Journal:

Suggested articles

Preview

Citations

  1. (1993). 07/01/2011file://C:\Documents and Settings\dul4he\Local Settings\Temporary Internet
  2. (1999). Culture specific and cross-culturally generalizable implizit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?" doi
  3. (1994). From transactional to transformational leadership." In: doi
  4. (1990). Handbook of leadership. doi
  5. (1998). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership." doi
  6. (1985). Leadership and performance beyond expectation.
  7. (1999). Re-examining the components of transformational, and transactional leadership using the Multifaktor Leadership Questionnaire." doi
  8. (1977). Self-efficacy: Toward a unifying theory of behavioral change." doi
  9. (1997). Transactional versus transformational leadership: An analysis of the MLQ." doi
  10. (1999). Two decades of research and development in transformational leadership." doi

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.