參考文獻 |
參考文獻
以(*)標示之文獻,為本研究納入後設分析之參考文獻
中文文獻
劉世詮(2019)。仁慈領導一定能讓部屬產生前瞻性行為嗎? 信任的中介歷程與真誠領導
的調節效果。中國科技大學碩士論文,台北市。
王安智(2017年6月7日)。老闆可以有架子,但要懂得適時捨棄!從鼎泰豐看華人CEO的恩威並濟。經理人。取自https://www.managertoday.com.tw/columns/view/54549
王娜玲(2009)。臺北市國小校長領導行為與教師組織公民行為之研究。臺北市立教育大學學報,40 (1),119-155。
王維寧、王耀德、洪瑞雲(2003)。領導者性別與部屬性別對領導行為評量的影響。國立交通大學碩士論文,新竹市。
田志剛(2010)。媒體組織文化、組織信任、創新策略與組織效能關係之研究。國立高雄師範大學博士論文,高雄市。
安渕聖司(2015年10月15日)。奇異這樣做,教出領導力。今周刊。取自https://www.businesstoday.com.tw/article/category/80407/post/201510150006/
吳欣蓓、陸洛、顧家祈、張妤玥(2010)。轉換型領導行為,部屬工作壓力及主管滿意度 的關聯—人格特質為調節變項。中華管理學報,11 (2),1-30。
李美枝、鐘秋玉(1996)。性別與性別角色析論。本土心理學研究,12(6),260-299。
李新民、陳密桃(2006)。實用智能、緣分信念與心理健康、工作表現之相關:以幼兒教師為例。中華心理學刊,48(2),183-202。
林姿葶、鄭伯壎(2007)。性別與領導角色孰先孰後? 主管-部屬性別配對,共事時間及家長式領導。中華心理學刊,49(4),433-450。
林誠、高振源(2010)。工作滿意,知識分享與工作績效之關聯性研究—以3M公司為例。績效與策略研究,7(2),19-33。
許順旺、林笠倫、張姮燕(2010)。國際線空服員對轉換型領導、服務氣候與服務導 向公民行為之研究-以內、外控人格特質為干擾變項。人力資源管理學報,10(1),53-77。
張忠謀台大EMBA演講全精華:誠懇跟老實不一樣 主管要公平、賞罰分明。經濟日報。取自https://money.udn.com/money/story/5612/3777406
梁朝雲(2014)。從性別差異談大學學務組織學習對工作效能的影響。學生事務與輔導,53(1),19-34。
曾信超、蔣大成、侯淑華(2008)。醫療機構內部服務品質,工作滿足,角色壓力與員工工作績效關係之研究—以嘉南地區署立醫院為例。品質學報,15(3),233-247。
郭大微(1989年11月1日)。做個魅力領導人。天下雜誌。取自https://www.cw.com.tw/article/5038104kgrec=1&ercamp=article_interested_10&from
劉秀娟、林明寬(譯)(1996年8月),兩性關係 : 性別刻板化與角色 (原著Susan A. Basow)。聖智學習。
羅新興、林靜如(2007)。領導者和追隨者的性別組成與追隨者服從意願之關係。東吳經濟商學學報,(59),101-118。
羅新興、羅景文、王彥蓁(2015)。職場員工是否為主管 FB 好友對知覺主管支持與公民 行為的影響-探討員工性別之調節效果。健行學報,35(1),31-43。
*翁良杰、李怡靜(2015)。轉換型領導對群體成員知識分享影響之跨層次研究:社會兩難觀點之分析。商略學報,7(1),53-70。
*白雲濤、李傑(2013)。科技企業領導風格對賦權效果的增強作用研究。管理研究學報,13(1),73-90。
*柳昭敏(2012)。轉換型領導、賦權、工作滿意度與離職意圖之關聯性研究-以信任與年
資為干擾變數。大同大學碩士論文,台北市。
*林書翰(2011)。轉換型領導對於員工當責與道德行為之影響-以信任為中介變項。國立
中央大學碩士論文,桃園市。
*汪嘉將(2011)。高科技研發人員工作不安全感對信任之影響---以領導者風格為干擾。國
立中興大學碩士在職專班學位論文,台中市。
*林亘慧(2009)。轉換型領導與工作滿足之關係─組織信任之中介效果。靜宜大學管理碩
士在職專班學位論文,台中市。
*褚慶祥(2006)。轉換型領導、團隊凝聚力、信任與組織公民行為之相關研究-以研發人
員為例。國立中央大學碩士在職專班學位論文,桃園市。
*丁雋倫(2006)。員工信任與員工內控性格在轉換型領導對員工效能影響的干擾角色
。銘傳大學碩士論文,桃園市。
*林嘉一(2007)。組織文化與轉換型領導對組織公民行為的影響之研究-以工作滿足為中
介變數。國立屏東科技大學碩士在職專班學位論文,屏東縣。
*黃儀娟(2006)。轉換型領導、員工信任與員工效能之關係:工作特性之干擾效果。銘傳
大學碩士論文,桃園市。
*戴坤輝(2001)。轉換型領導、交易型領導、信任、工作滿足及組織承諾之關聯性研究─
組織自尊的干擾效果。國防管理學院碩士論文,桃園市。
*洪頤安(2013)。高科技產業之轉換型領導和離職傾向關聯性分析-以信任為中介變項。
國立中央大學碩士論文,桃園市。
*王懿瑩(2010)。台灣國際觀光旅館之交易型領導與轉換型領導對組織承諾之影響:信任
之中介效果。靜宜大學碩士論文,台中市。
*向士中(2017)。從社會認同觀點探討領導型態與領導效能之關連性:台灣與大陸製造業
之比較。國立臺灣大學臺大-復旦EMBA境外專班碩士論文,台北市。
*彭巧瑩(2017)。轉換型領導、職家衝突、情緒智商與工作滿意度對組織公民行為的影響
–以金融從業人員為例。大同大學碩士論文,台北市。
*陳嘉亨(2014)。轉換型領導對組織公民行為之影響-以工作活力與生活滿意為干擾因素
。南臺科技大學碩士論文,台南市。
*陳綺霞(2013)。轉換型領導、心理賦能與組織公民行為關係之研究-以國立社教機構為
例。國立高雄師範大學碩士論文,高雄市。
*廖明坤、溫福星、唐美芝(2014)。內外控特質透過組織承諾對公共部門組織公民行為影
響之跨層次研究:以轉換型領導風格為調節變數。中山管理評論,22(3),429-468。
*鄭安岑(2013)。轉換型領導對男女員工組織公民行為影響性的比較。國立高雄應用科技
大學碩士論文,高雄市。
*蕭于惠(2013)。轉換型領導與不當督導對組織公民行為之影響-以性別為調節變項。國
立高雄應用科技大學碩士論文,高雄市。
*沈淑娟(2013)。轉換型領導與留職傾向關係探討—以組織文化與組織公民行為為中介變
項。國立高雄大學碩士論文,高雄市。
*洪依婷(2011)。轉換型領導與組織公民行為之關聯性研究—以A表演藝術單位為例。
世新大學碩士論文,台北市。
*黃多伶(2011)。主管轉換型領導與團隊凝聚力對服務業員工組織公民行為影響之研究-
以薪酬滿意為調節變項。淡江大學碩士在職專班學位論文,新北市。
*陳亭竹(2012)。轉換型領導對組織公民行為的影響─特質性調控焦點的調節效果。東吳
大學碩士論文,台北市。
*劉婉婷(2012)。轉換型領導風格對組織公民行為的影響-以知覺組織支持為中介變項。
明新科技大學碩士在職專班學位論文,新竹縣。
*王淑敏(2011)。轉換型領導、組織認同與組織公民行為關係之研究以台灣國際獅子會
300-E1區為例。國立高雄大學碩士在職專班學位論文,高雄市。
*張力仁(2010)。轉換型領導、組織自尊對組織公民行為影響之研究-以敬業貢獻度為中
介變項。國立臺灣師範大學碩士在職專班學位論文,台北市。
*李佩嬴(2008)。以動機觀點分析轉換型領導與組織公民行為之關聯性。國立高雄應用科
技大學碩士論文,高雄市。
*陳世宝(2007)。轉型領導與組織公民行為:心理賦權之中介效果與自我效能之干擾效果
-以某分布全國之警政單位為例。國立屏東科技大學高階經營管理碩士在職專班學位論文,屏東縣。
*銘傳大學(2006)。轉換型領導、員工信任與員工效能之關係:工作特性之干擾效果。銘
傳大學碩士論文,桃園市。
*林鈺凱(2003)。轉換型領導與員工態度之相關性研究-以台灣省自來水公司為例。義守
大學碩士論文,高雄市。
*侯堂柱(2000)。轉換型領導、組織承諾與組織公民行為之關係─以台灣電子業為例
。國立中山大學碩士論文,高雄市。
*蘇永富(2000)。轉換型領導、組織承諾與組織公民行為關係之研究-以派外人員為例。
國立中山大學碩士論文,高雄市。
*林士奇(2000)。轉換型領導、組織承諾與組織公民行為相關之研究—以中華電信南區分
公司為例。國立中山大學碩士論文,高雄市。
*廖思先(1998)。轉換型領導、組織承諾與組織公民行為之相關研究-以台灣公立美術館
為例。國立中山大學碩士論文,高雄市。
*葉又甄(2017)。美容業主管領導風格對工作績效之影響-以組織承諾為中介變項。台南
應用科技大學碩士論文,台南市。
*陳美芬(2016)。轉換型領導、組織學習與工作績效之關聯性研究。國立臺北大學碩士在
職專班學位論文,台北市。
*廖紀華(2016)。轉型領導對績效之影響:以組織情感承諾及建言為中介變數。輔仁大學
碩士論文,台北市。
*銀月(2016)。工作價值觀與工作績效之關係研究—以領導行為為調節變項。義守大學碩
士論文,高雄市。
*王雪鳳(2015)。轉換型領導、交易型領導與工作績效關係之研究-以自我效能為中介效
果。大葉大學博士論文,彰化縣。
*陳幸惠(2014)。轉換型領導與工作績效之關係─以職場幸福感為中介變數。國立臺北大
學碩士論文,台北市。
*杜怡潔(2014)。半導體產業員工組織承諾對主管領導風格和工作績效之中介作用-員工
幸福感之調節效果。國立高雄師範大學碩士論文,高雄市。
*張祐禎(2012)。不同性別主管領導型態對員工工作投入與工作績效之關聯性研究-以科
技業為例。國立臺北大學碩士論文,台北市。
*蘇宜英(2013)。轉換型領導、工作敬業心與工作績效關係之研究─個人與團隊層次分
析。國立東華大學碩士論文,花蓮縣。
*張雯嬋(2011)。部屬認知之主管領導風格與工作績效之關聯性-內外控人格特質之調節
效果。國立中興大學高階經理人碩士在職專班學位論文,台中市。
*陳榮權(2012)。轉換型領導、組織公平、工作滿足對工作績效之影響研究-以嘉義地區
公務人員為例。南華大學碩士論文,嘉義縣。
*廖良文、林文政(2011)。高績效工作系統於轉換型領導與員工工作績效間之角色-跨層
級調節效果之觀點。東吳經濟商學學報,(73),29-66。
*張建興(2011)。台籍主管領導風格對大陸員工的知識學習成效與工作績效之影響—轉換
型領導vs.交易型領導。國立成功大學碩士在職專班學位論文,台南市。
*吳鴻偉(2011)。資訊部門主管領導風格對團隊績效之影響。元智大學碩士論文,桃園市。
*王正慧、黃同圳(2010)。安全氣候, 領導風格及內控人格對記者績效之影響:工作自主性
之調節效果。中山管理評論,18(4),1115-1138。
*施妤璇(2005)。轉換型領導、交易型領導對工作績效與離職傾向之研究-以組織承諾為中介變項。國立中央大學碩士在職專班學位論文,桃園市。
*曾美智(2008)。金融保險營業處文化與管理團隊領導風格對營業處發展之關係探討。國立成功大學高階管理碩士在職專班學位論文,台南市。
*蔡敬祥(2007)。轉換型領導對提升員警工作績效之研究--以彰化縣警察局基層分駐(派出)所為例。國立彰化師範大學碩士論文,彰化縣。
*張惠珍(2006)。轉換型領導對工作績效之影響-以工作投入為中介變項。國立中山大學碩士論文,高雄市。
*李炳賢(2005)。中階主管的人格特質,領導風格及情緒智力與工作績效關聯之研究-以汽車零件製造業為例。國立成功大學高階管理碩士在職專班學位論文,台南市。
*廖崇棋(2006)。母國企業直線主管領導風格與國際人力資源管理措施對外派人員績效之影響。國立中央大學高階主管碩士班學位論文,桃園市。
*紀乃文、王誼臻(2014)。轉換型領導與部屬工作績效:探討部屬適配知覺的中介效果及部屬適應性特質的干擾效果。組織與管理,7(2), 81-126。
*陸仕原(2010)。主官轉換型領導、工作士氣與工作績效關係之研究-以S部隊官兵為例。國立高雄大學高階經營管理碩士在職專班學位論文,高雄市。
*林秀貞(2015)。領導型態與倫理兩難對就業力與工作績效之影響-情緒勞務的中介效果。南臺科技大學碩士論文,台南市。
*賴建維(2014)。轉換型領導、人格特質與工作績效之研究-情緒智力的中介效果。南華大學碩士論文,嘉義縣。
*游麗鳳(2010)。轉換型領導風格對員工工作績效之影響-以員工工作態度為中介變數。國立東華大學高階經營管理碩士在職專班學位論文,花蓮縣。
*劉淑芬(2006)。主管領導型態、組織文化與員工工作績效之關聯性研究。國立中山大學碩士論文,高雄市。
英文文獻
Advani, A. (2015). Impact of transformational and transactional leadership styles on employees’ performance of banking sector in Pakistan. Global Journal of Management and Business Research: Administration and Management, 15(5), 28-36.
Arcand, M., & Nantel, J. (2012). Uncovering the nature of information processing of men and women online: The comparison of two models using the think-aloud method. Journal of Theoretical and Applied Electronic Commerce Research, 7(2), 106-120.
Asencio, H., & Mujkic, E. (2016). Leadership behaviors and trust in leaders: Evidence from the US federal government. Public Administration Quarterly, 40(1), 156-179.
Asgari, A., Silong, A. D., Ahmad, A., & Abu Sama, B. (2008). The relationship between transformational leadership behaviors, leader-member exchange and organizational citizenship behaviors. European Journal of Social Sciences, 6(4), 140-151.
Azcona G., Bhatt A., Encarnacion J., Plazaola-Castaño., Seck P., Staab S., & Turquet L. (2020). From insights to action: Gender equality in the wake of COVID-19. UN Women,1-15.
Altunoğlu, A. E., Şahin, F., & Babacan, S. (2019). Transformational leadership, trust, and follower outcomes: A moderated mediation model. Management Research Review, 42(3), 370-390.
Andriani, S., Kesumawati, N., & Kristiawan, M. (2018). The influence of the transformational leadership and work motivation on teachers performance. International Journal of Scientific & Technology Research, 7(7), 19-29.
Allen, T. D., & Rush, M. C. (2001). The influence of ratee gender on ratings of organizational citizenship behavior. Journal of Applied Social Psychology, 31(12), 2561-2587.
Allen, T. D. (2006). Rewarding good citizens: The relationship between citizenship behavior, gender, and organizational rewards. Journal of Applied Social Psychology, 36(1), 120-143.
*Aryee, S., Walumbwa, F. O., Zhou, Q., & Hartnell, C. A. (2012). Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes. Human Performance, 25(1), 1-25.
Barker, R. A. (2001). The nature of leadership. Human Relations, 54(4), 469-494.
Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81(6), 827-832.
Bass, B. M., & Bass, R. (Eds.). (2008). The Bass handbook of leadership: Theory, research, and managerial implications. New York: Free Press.
Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26-40.
Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
Bennis, W., & Nanus, B. (1985). The strategies for taking charge. New York: Harper and Row.
Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the
motivational effects of transformational leaders. Academy of Management Journal, 46(5), 554-571.
Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109.
Breevaart, K., Bakker, A. B., Demerouti, E., & Derks, D. (2016). Who takes the lead? A
multi-source diary study on leadership, work engagement, and job performance. Journal of Organizational Behavior, 37(3), 309-325.
Burke, C. S., Sims, D., Lazzara, E., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. Leadership Quarterly, 18(6), 606-632.
Burns, J.M. (1978). Leadership. New York: Harper & Row.
Byars, L. L., & Rue, L. W. (Eds.). (2000). Human Resource Management. New York: McGraw–Hill.
Babcock-Roberson, M. E., & Strickland, O. J. (2010). The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors. The Journal of psychology, 144(3), 313-326.
*Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64-75.
*Breevaart, K., & Zacher, H. (2019). Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness. Journal of Occupational and Organizational Psychology, 92(2), 384-409.
*Biswas, S., & Varma, A. (2012). Antecedents of employee performance: An empirical investigation in India. Employee Relations, 34(2), 177-192.
*Breevaart, K., Bakker, A. B., Demerouti, E., Sleebos, D. M., & Maduro, V. (2014).Uncovering the underlying relationship between transformational leaders and followers’ task performance. Journal of Personnel Psychology, 13, 194-203.
Chang, C., Tsai, M. and Tsai, M. (2011). The organizational citizenship behaviors and organizational commitments of organizational members influences the effects of organizational learning. International Journal of Trade, Economics and Finance, 2(1), 61-66.
Cohen, A., & Vigoda, E. (2000). Do good citizens make good organizational citizens? An
empirical examination of the relationship between general citizenship and organizational citizenship behavior in Israel. Administration & Society, 32(5), 596-624.
Coldwell, D. A. L., & Callaghan, C. W. (2014). Specific organizational citizenship behaviours and organizational effectiveness: The development of a conceptual heuristic device. Journal for the Theory of Social Behaviour, 44(3), 347-367.
Cameron, S., & Nadler, J. (2013). Gender roles and organizational citizenship behaviors: Effects on managerial evaluations. Gender in Management: An International Journal, 28(7), 380-399.
*Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958.
*Chen, A. S. Y., Bian, M. D., & Hou, Y. H. (2015). Impact of transformational leadership on subordinate’s EI and work performance. Personnel Review, 44(4), 438-453.
*Cohen, A., Ben‐Tura, E., & Vashdi, D. R. (2012). The relationship between social exchange variables, OCB, and performance. Personnel Review, 41(6), 705-731.
*Chu, L. C., & Lai, C. C. (2011). A research on the influence of leadership style and job
characteristics on job performance among accountants of county and city government in Taiwan. Public Personnel Management, 40(2), 101-118.
*Chi, N. W., & Pan, S. Y. (2012). A multilevel investigation of missing links between transformational leadership and task performance: The mediating roles of perceived person-job fit and person-organization fit. Journal of Business and Psychology, 27(1), 43-56.
Den Hartog, D. N., Van Muijen, J. J., & Koopman, P. L. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70(1), 19-34.
Dirks K.T., & Ferrin D.L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87 (4), 611-628.
Derks, J., Van Scheppingen, M. A., Lee, N. C., & Krabbendam, L. (2015). Trust and mindreading in adolescents: The moderating role of social value orientation. Frontiers in psychology, 6, 965.
Davidson, O. B., Feldman, D. B., & Margalit, M. (2012). A focused intervention for 1st-year college students: Promoting hope, sense of coherence, and self-efficacy. The Journal of psychology, 146(3), 333-352.
Donate, M.J., & Sánchez De Pablo, J.D. (2015). The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal of Business Research, 68(2), 360-370.
*Dai, Y. D., Dai, Y. Y., Chen, K. Y., & Wu, H. C. (2013). Transformational vs transactional leadership: which is better? A study on employees of international tourist hotels in Taipei City. International Journal of Contemporary Hospitality Management, 25(5), 760-778.
Eagly, A. H., & Wood, W. (2012). Social role theory, in Handbook of Theories in Social Psychology, eds P. van Lange, A. Kruglanski., & E. T. Higgins. New York: SAGE Publication , 458-476.
Engelbrecht, A. S., & Schlechter, A. F. (2006). The relationship between transformational
leadership, meaning and organisational citizenship behaviour. Management Dynamics: Journal of the Southern African Institute for Management Scientists, 15(4), 2-16.
Eibl, B., Lang, F. R., & Niessen, C. (2020). Employee voice at work: The role of employees’ gender, self-efficacy beliefs, and leadership. European Journal of Work and Organizational Psychology, 29(4), 570-585.
*Eliyana, A., & Ma’arif, S. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144-150.
Frei, F., & Morriss, A. (2020). Begin with trust. Harvard Business Review. Available online at https://www.hbrtaiwan.com/article_content_AR0009681.html.
Furumo, K., & Pearson, J.M. (2007). Gender-based communication styles, trust, and satisfaction in virtual teams. Journal of Information, Information Technology, and Organizations, 2(1), 47-58.
Gemmill, G., & Oakley, J. (1992). Leadership: An alienating social myth?. Human Relations, 45(2), 113-129.
Gillespie, N., & Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19(6), 588-607.
Glass, G. V. (1976). Primary, secondary, and meta-analysis of research. Educational Researcher, 5(10), 3-8.
Goodwin, V. L., Whittington, J. L., Murray, B., & Nichols, T. (2011). Moderator or mediator? Examining the role of trust in the transformational leadership paradigm. Journal of Managerial Issues, 23(4), 409-425.
Gotsis, G., & Kortezi, Z. (2008). Philosophical foundations of workplace spirituality: A critical approach. Journal of business ethics, 78(4), 575-600.
*Gilmore, P. L., Hu, X., Wei, F., Tetrick, L. E., & Zaccaro, S. J. (2013). Positive affectivity neutralizes transformational leadership′s influence on creative performance and organizational citizenship behaviors. Journal of Organizational Behavior, 34(8), 1061-1075.
*Geiger, S., Guenzi, P., Panagopoulos, N., & Dimitriadis, S. (2009). Transformational leadership as a mediator of the relationship between behavior‐based control and salespeople′s key outcomes. European Journal of Marketing, 43(7), 1008-1031.
Hater, J. J., & Bass, B. M. (1988). Superiors′ evaluations and subordinates′ perceptions of transformational and transactional leadership. Journal of Applied psychology, 73(4), 695-702.
Hogan, R., & Shelton, D. (1998). A socioanalytic perspective on job performance. Human Performance, 11(2-3), 129-144.
Howell, J. M., & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84(5), 680-694.
Heilman, M. E., & Chen, J. J. (2005). Same behavior, different consequences: Reactions to men′s and women′s altruistic citizenship behavior. Journal of Applied Psychology, 90(3), 431-441.
*Hackett, R. D., Wang, A. C., Chen, Z., Cheng, B. S., & Farh, J. L. (2018). Transformational leadership and organisational citizenship behaviour: A moderated mediation model of leader‐member‐exchange and subordinates′ gender. Applied Psychology, 67(4), 617-644.
*Herman, H. M., & Chiu, W. C. (2014). Transformational leadership and job performance: A social identity perspective. Journal of business research, 67(1), 2827-2835.
*Hongdao, Q., Bibi, S., Khan, A., Ardito, L., & Nurunnabi, M. (2019). Does what goes around really comes around? The mediating effect of CSR on the relationship between transformational leadership and employee’s job performance in law firms. Sustainability, 11(12), 3366.
Jha, S. (2014). Transformational leadership and psychological empowerment: Determinants of organizational citizenship behavior. South Asian Journal of Global Business Research,3(1), 18-35.
Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21(8), 949-964.
Katz, D. (1964). The motivational basis of organizational behavior. Systems Research and Behavioral Science, 9(2), 131-146.
Keller, R. T. (1992). Transformational leadership and the performance of research and development project groups. Journal of Management, 18(3), 489-501.
Konovsky, M. A., & Organ, D. W. (1996). Dispositional and contextual determinants of organizational citizenship behavior. Journal of Organizational Behavior, 17(3), 253-266.
Krishnan, V. R., & Arora, P. (2008). Determinants of transformational leadership and organizational citizenship behavior. Asia Pacific Business Review, 4(1), 34-43.
Khalili, A. (2017). Transformational leadership and organizational citizenship behavior. Leadership & Organization Development Journal, 38(7), 1004-1015.
*Kelloway, E. K., Barling, J., Turner, N., & Loughlin, C. (2012). Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership. Work & Stress, 26(1), 39-55.
*Kim, E.-J., & Park, S. (2019). The role of transformational leadership in citizenship
behavior: Organizational learning and interpersonal trust as mediators. International Journal of Manpower, 40(7), 1347-1360.
*Khan, A., Bibi, S., Lyu, J., Garavelli, A. C., Pontrandolfo, P., & Perez Sanchez, M. D. A.
(2020). Uncovering Innovativeness in Spanish Tourism Firms: The role of transformational leadership, organizational citizenship behavior, firm size, and age. Sustainability, 12(10), 3989.
*Kao, R.-H. (2017). The relationship between work characteristics and change-oriented organizational citizenship behavior: A multi-level study on transformational leadership and organizational climate in immigration workers. Personnel Review, 46(8), 1890-1914.
*Kensbock, J. M., & Boehm, S. A. (2016). The role of transformational leadership in the mental health and job performance of employees with disabilities. The International Journal of Human Resource Management, 27(14), 1580-1609.
*Kim, T. Y., Liden, R. C., Kim, S. P., & Lee, D. R. (2015). The interplay between follower core self-evaluation and transformational leadership: Effects on employee outcomes. Journal of Business and Psychology, 30(2), 345-355.
Lenroot, R. K., & Giedd, J. N. (2010). Sex differences in the adolescent brain. Brain and cognition, 72(1), 46-55.
*Li, H., Sajjad, N., Wang, Q., Muhammad Ali, A., Khaqan, Z., & Amina, S. (2019). Influence of transformational leadership on employees’ innovative work behavior in sustainable organizations: Test of mediation and moderation processes. Sustainability, 11(6), 1594-1616.
*Le, P. B., & Lei, H. (2018). The mediating role of trust in stimulating the relationship between transformational leadership and knowledge sharing processes. Journal of Knowledge Management, 22(3), 521-537.
*Le, P.B., & Lei, H. (2017). How transformational leadership supports knowledge sharing: Evidence from Chinese manufacturing and service firms. Chinese Management Studies, 11(3), 479-497.
*Lam, C. S., & O′Higgins, E. R. (2012). Enhancing employee outcomes: The interrelated influences of managers′ emotional intelligence and leadership style. Leadership and Organization Development Journal, 33(2), 149-174.
*Lan, Y., & Chen, Z. (2020). Transformational leadership, career adaptability, and work behaviors: The moderating role of task variety. Frontiers in psychology, 10, 2922.
*Lai, F.Y., Tang, H.C., Lu, S.C., Lee, Y.C., & Lin, C.C. (2020). Transformational Leadership and Job Performance: The mediating role of work engagement, Sage Open, 10(1), 1-11.
*Liang, S. G., & Chi, S. C. S. (2013). Transformational leadership and follower task performance: The role of susceptibility to positive emotions and follower positive emotions. Journal of Business and Psychology, 28(1), 17-29.
*Lee, L. Y., Veasna, S., & Wu, W. Y. (2013). The effects of social support and transformational leadership on expatriate adjustment and performance. Career Development International, 18(4), 377-415.
MacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1991). Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons′ performance. Organizational Behavior and Human Decision Processes, 50(1), 123-150.
MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115-134.
Mangkunegara, A. A. P., & Huddin, M. (2016). The effect of transformational leadership and job satisfaction on employee performance. Universal Journal of Management, 4(4), 189-195.
McAllister, D. J. (1995). Affect-and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24-59.
Mineo, D. L. (2014). The importance of trust in leadership. Research Management Review, 20(1), 1-6.
Morris, B. (2008). Steven Jobs speaks out. Fortune. Available online at https://allaboutstevejobs.com/verbatim/interviews/fortune_2008
Mustafa, G., & Nazir, B. (2018). Trust in transformational leadership: Do followers’ perceptions of leader femininity, masculinity, and androgyny matter?. The Journal of Values-Based Leadership, 11(2), 1-18.
*Mittal, S. (2016). Effects of transformational leadership on turnover intentions in IT SMEs. International Journal of Manpower, 37(8), 1322-1346.
*Majeed, N., Ramayah, T., Mustamil, N. M., Nazri, M., & Jamshed, S. (2017). Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator. Management & Marketing, 12(4), 571-590.
*Mekpor, B., & Dartey-Baah, K. (2017). Leadership styles and employees’ voluntary work behaviors in the Ghanaian banking sector. Leadership & Organization Development Journal, 38(1), 74-88.
*Manzoor, F., Wei, L., Nurunnabi, M., Subhan, Q. A., Shah, S. I. A., & Fallatah, S. (2019). The impact of transformational leadership on job performance and CSR as mediator in SMEs. Sustainability, 11(2), 436.
Organ, D. W. (1997). Organizational citizenship behavior: It′s construct clean-up time. Human Performance, 10(2), 85-97.
Organ, D. W. (1988). Organizational citizenship behavior: The good solider syndrome. Lanham: Lexington Books.
Pillai, R., Williams, E. A., Lowe, K. B., & Jung, D. I. (2003). Personality, transformational leadership, trust, and the 2000 US presidential vote. The Leadership Quarterly, 14(2), 161-192.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers′ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107-142.
Purvanova, R. K., Bono, J. E., & Dzieweczynski, J. (2006). Transformational leadership, job characteristics, and organizational citizenship performance. Human Performance, 19(1), 1-22.
Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, A. R. (2018). Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations, 40(2), 412-432.
*Park, S., & Kim, E. J. (2018). Fostering organizational learning through leadership and knowledge sharing. Journal of Knowledge Management, 22(6), 1408-1423.
*Phong, L. B., Hui, L., & Son, T. T. (2018). How leadership and trust in leaders foster employees′ behavior toward knowledge sharing. Social Behavior and Personality: an international journal, 46(5), 705-720.
*Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management journal, 49(2), 327-340.
*Park, J., Lee, K., Lim, J. I., & Sohn, Y. W. (2018). Leading with callings: Effects of leader’s calling on followers’ team commitment, voice behavior, and job performance. Frontiers in psychology, 9, 1706.
Ridgeway, C. L. (1997). Interaction and the conservation of gender inequality: Considering employment. American Sociological Review, 62(2), 218-235.
Roberts, N. C. (1985). Transforming leadership: A process of collective action. Human Relations, 38(11), 1023-1046.
Rousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23(3), 393-404.
Sarah Green(2013). Sheryl Sandberg: The HBR interview. Harvard Business Review. Available online at https://hbr.org/podcast/2013/03/sheryl-sandberg-the-hbr-interv.
Seltzer, J., NUMEROF, R. E., & BASS, B. M. (1989). Transformational leadership: Is it a source of more burnout and stress?. Journal of Health and Human Resources Administration, 12, 174-185.
Semykina, A. & Linz, S. J. (2007). Gender differences in personality and earnings: Evidence from Russia. Journal of Economic Psychology, 28(3), 387-410.
Shamir, B. (1995). Social distance and charisma: Theoretical notes and an exploratory study. The Leadership Quarterly, 6(1), 19-47.
Smith, C. A. O. D. W. N. J. P., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653-663.
Sosik, J. J. (2005). The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. Leadership Quarterly, 16(2), 221-244.
Steinwart, M. C., & Ziegler, J. A. (2014). Remembering Apple CEO Steve Jobs as a "transformational leader": Implications for Pedagogy. Journal of Leadership Education, 13(2), 52-66.
Schlechter, A. F., & Strauss, J. J. (2008). Leader emotional intelligence, transformational leadership, trust and team commitment: Testing a model within a team context. SA Journal of Industrial psychology, 34(1), 42-53.
Suurmond R, van Rhee, H, Hak T. (2017). Introduction, comparison and validation of Meta-Essentials: A free and simple tool for meta-analysis. Research Synthesis Methods, 8(4), 537-553.
*Schaubroeck, J., Lam, S. S., & Peng, A. C. (2011). Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. Journal of Applied Psychology, 96(4), 863.
*Sechudi, O., & Olivier, B. (2016). The influence of transformational leadership on organisational citizenship behaviour in a South African combat military unit. Journal of Psychology in Africa, 26(4), 363-367.
*Sungu, L. J., Weng, Q., & Xu, X. (2019). Organizational commitment and job performance: Examining the moderating roles of occupational commitment and transformational leadership. International Journal of Selection and Assessment, 27(3), 280-290.
*Saleem, M. A., Bhutta, Z. M., Nauman, M., & Zahra, S. (2019). Enhancing performance and commitment through leadership and empowerment: An emerging economy perspective. International Journal of Bank Marketing, 37(1), 303-322.
Tschannen-Moran, M. (2003). Transformational leadership and trust. Studies in Leading and Organizing Schools, 2(11), 157-169.
*Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F., & Khan, M. A. S. (2020). The Impact of Transformational Leadership on Employee Retention: Mediation and moderation through organizational citizenship behavior and communication. Frontiers in Psychology, 11, 314-325.
Van Knippenberg, B., & Van Knippenberg, D. (2005). Leader self-sacrifice and leadership effectiveness: The moderating role of leader prototypicality. Journal of Applied Psychology, 90(1), 25-37.
Vasin, S. M., Gamidullaeva, L. A., Wise, N., & Korolev, K. Y. (2020). Knowledge exchange and the trust institution: A new look at the problem. Journal of the Knowledge Economy, 11(3), 1026-1042.
*Van Dick, R., Lemoine, J. E., Steffens, N. K., Kerschreiter, R., Akfirat, S. A., Avanzi, L., & Haslam, S. A. (2018). Identity leadership going global: Validation of the identity leadership inventory across 20 countries. Journal of Occupational and Organizational Psychology, 91(4), 697-728.
*Van Woerkom, M., & De Reuver, R. S. (2009). Predicting excellent management performance in an intercultural context: A study of the influence of multicultural personality on transformational leadership and performance. The International Journal of Human Resource Management, 20(10), 2013-2029.
Wang, G., Oh, I.-S., Courtright, S.H. & Colbert, A.E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.
Williams, E. A., Pillai, R., Lowe, K. B., Jung, D., & Herst, D. (2009). Crisis, charisma, values, and voting behavior in the 2004 presidential election. The Leadership Quarterly, 20(2), 70-86.
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617.
World employment and social outlook – Trends 2020. International Labour Organization. 1-127.
*Wang, B., Qian, J., Ou, R., Huang, C., Xu, B., & Xia, Y. (2016). Transformational leadership and employees′ feedback seeking: The mediating role of trust in leader. Social Behavior and Personality: an international journal, 44(7), 1201-1208.
*Walumbwa, F. O., & Hartnell, C. A. (2011). Understanding transformational leadership – employee performance links: The role of relational identification and self‐efficacy. Journal of occupational and organizational psychology, 84(1), 153-172.
*Walumbwa, F. O., Avolio, B. J., & Zhu, W. (2008). How transformational leadership weaves its influence on individual job performance: The role of identification and efficacy beliefs. Personnel psychology, 61(4), 793-825.
Yammarino, F. J., & Bass, B. M. (1990). Long-term forecasting of transformational leadership and its effects among naval officers: Some preliminary findings. In K. E. Clark & M. B. Clark (Eds.), Measures of Leadership, Library of America, 151-169.
Yeh, H., & Hong, D. (2012). The mediating effect of organizational commitment on leadership type and job performance. The Journal of Human Resource and Adult Learning, 8(2), 50-59.
Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of Management, 15(2), 251-289.
*Yasir, M., Imran, R., Irshad, M.K., Mohamad, N.A., & Khan, M.M. (2016). Leadership styles in relation to employees’ trust and organizational change capacity: Evidence from non-profit organizations. Sage Open, 6(4), 1-12.
*Yang, C., Chen, Y., Zhao, X. R., & Hua, N. (2020). Transformational leadership, proactive
personality and service performance. International Journal of Contemporary Hospitality Management, 32(1), 267-287.
*Zhu, W., Newman, A., Miao, Q., & Hooke, A. (2013). Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?. The Leadership Quarterly, 24(1), 94-105.
*Zhu, Y., & Akhtar, S. (2014). How transformational leadership influences follower helping behavior: The role of trust and prosocial motivation. Journal of Organizational Behavior, 35(3), 373-392.
*Zhu, Y., & Akhtar, S. (2014). The mediating effects of cognition-based trust and affect-based trust in transformational leadership′s dual processes: Evidence from China. The International Journal of Human Resource Management, 25(20), 2755-2771.
*Zacher, H., & Jimmieson, N.L. (2013). Leader-follower interactions: Relations with OCB and sales productivity. Journal of Managerial Psychology, 28(1), 92-106. |