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This research examines group-level perceptions of transformational leadership (TFL) as negative longitudinal predictors of witnessing person-related (e.g., insults/affronts) and work-related (e.g., negation/intentional work overload) acts of incivility at work. Witnessing workplace incivility was also postulated to negatively predict employee need satisfaction. Data were collected among production employees in different Canadian plants of a major manufacturing company (N = 344) who worked for 42 different managers (M group size = 9.76). Two waves of data collection occurred 1 year apart. Results from multilevel analyses showed that workgroups where managers were perceived to engage in more frequent TFL behaviors reported reduced levels of person- and work-related incivility 1 year later. However, group-level incivility did not predict change in group-level need satisfaction 1 year later. At the individual level, results showed that witnessing higher levels of person-related incivility than one's colleagues predicted reduced satisfaction of the need for relatedness 1 year later. These longitudinal findings build upon previous literature by identifying TFL as a potential managerial strategy to reduce incivility in workgroups over time. They also show that mere exposure to workplace misbehavior still affects employees' adjustment, suggesting that every effort to reduce deviance in workplaces is worthwhile. [ABSTRACT FROM AUTHOR]

This study discusses the influence of transformational leadership on job satisfaction through assessing six alternative models related to the mediators of leadership trust and change commitment utilizing a data sample (N=341; M age=32.5 year, SD=5.2) for service promotion personnel in Taiwan. The bootstrap sampling technique was used to select the better fitting model. The tool of hierarchical nested model analysis was applied, along with the approaches of bootstrapping mediation, PRODCLIN2, and structural equation modeling comparison. The results overall demonstrate that leadership is important and that leadership role identification (trust) and workgroup cohesiveness (commitment) form an ordered serial relationship. [ABSTRACT FROM AUTHOR]

The present study aims to extend and integrate previous research on the mediating effects of trust in supervisor and job satisfaction on the relationship between transformational leadership style and organizational citizenship behavior (OCB). Drawing on previous research, we argue that transformational leadership impacts OCB directly and indirectly via employees’ trust in supervisor and job satisfaction. Our sample comprised of 211 Arab male and female teachers in the Arab education system in Israel. The results of structural equation modeling indicated a direct effect between transformational leadership and OCB, and an indirect effect of job satisfaction on the relationship between transformational leadership and OCB. However, trust in supervisor did not mediate the effect between transformational leadership and OCB. Implications and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

The aim of this paper is to examine the relationship between transformational leadership and work satisfaction, as well as to analyse the mediating role of group identification and work engagement in a police training process at a Chilean professional military institution. The sample was made up of 985 candidates representing all the candidates that joined the units of the country in the different locations. Officers and non-commissioned officers acting as instructors were considered ‘leaders’, while their ‘followers’ were the young candidates in the training period. It was found that all the relevant variables were positively and significantly interrelated, and a model of structural equations revealed that both work engagement and group identification played a mediating role in the relationship between transformational leadership and work satisfaction. [ABSTRACT FROM AUTHOR]

The purpose of this study is to determine the relationship between transformational leadership of government secondary school principals and teachers’ job satisfaction. A random sample of 320 teachers responded to a three-part instrument (the transformational leadership questionnaire, the teachers’ job satisfaction questionnaire and a demographic section). Means, standard deviations, Pearson correlations and stepwise regression analysis were used to analyse the data. The findings indicated that a moderate, positive and significant relationship exists between transformational leadership (overall) and overall teachers’ job satisfaction. Furthermore, the relationship between each component of transformational leadership and teachers’ job satisfaction was found to be moderate, positive and significant. Finally, it is suggested that principals of government secondary schools in Ethiopia should pay more attention to developing efficient teamwork and the expression of warm concern and trust to co-workers through transformational leadership behaviours. [ABSTRACT FROM PUBLISHER]

This is the third in a series of studies evaluating how transformational leadership is associated with related variables such as job satisfaction, change commitment, leadership trust, cooperative conflict management, and market orientation. The present paper evaluates the effects of transformational leadership and cooperative conflict management along with their mediating and moderating of leadership trust in the life insurance industry for two sample groups, sales managers and sales employees. The main effect of leadership trust was mediated and moderated by cooperative conflict management. Cooperative conflict management made a more important contribution than transformational leadership or the moderating effect (interaction), but these three together were the most important variables predicting highest leadership trust. transformational leadership has an indirect influence on leadership trust. This work summarizes the specific contribution and importance of building successful leadership trust associations with employees in relation to leadership and satisfaction with change commitment. [ABSTRACT FROM AUTHOR]

This study addressed the question of whether the benefits of transformational leadership extend to virtual environments. Furthermore, whether regulatory focus or goal orientation moderate the extent to which these benefits apply to virtual environments was also explored. A total of 165 employees completed a survey that assessed the leadership style of their supervisors as well their own regulatory focus, goal orientation, work engagement, and job satisfaction. When followers and leaders worked at different locations, visionary leadership was positively related to work attitudes, provided that promotion focus was sufficiently high or prevention focus was sufficiently low. Furthermore, when followers and leaders worked in the same location, personal recognition was positively associated with work engagement, especially if prevention focus or performance goal orientation was high. These findings align with the proposition, derived from construal level theory, that leadership advice and support in which only the essence needs to be extracted apply to virtual environments. [ABSTRACT FROM AUTHOR]