How transformational leadership transforms followers’ affect and work engagement
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In: European Journal of Work and Organizational Psychology, Vol. 32, No. 3, 2023, p. 360-372.
Research output: Journal contributions › Journal articles › Research › peer-review
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TY - JOUR
T1 - How transformational leadership transforms followers’ affect and work engagement
AU - Bader, Benjamin
AU - Gielnik, Michael M.
AU - Bledow, Ronald
N1 - Publisher Copyright: © 2022 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.
PY - 2023
Y1 - 2023
N2 - How do episodes of transformational leadership transform followers? To address this question, we build on theories of affective events and affect regulation and develop a research model that explicates a mechanism of the transformation process implicit in transformational leadership theory. Specifically, the model explains how experiencing episodes of transformational leadership transforms (i.e., changes) followers’ positive affect and eventually their work engagement by fulfilling followers’ basic psychological needs. We tested our model in two independent longitudinal samples using daily and weekly measurement designs with 214 (N = 75) and 147 (N = 54) lagged observations, respectively. In support of our model, experiencing episodes of transformational leadership was associated with basic need fulfilment and led to a change in positive affect, which predicted changes in work engagement. Our findings suggest that a focus on affective dynamics can advance theories of leadership.
AB - How do episodes of transformational leadership transform followers? To address this question, we build on theories of affective events and affect regulation and develop a research model that explicates a mechanism of the transformation process implicit in transformational leadership theory. Specifically, the model explains how experiencing episodes of transformational leadership transforms (i.e., changes) followers’ positive affect and eventually their work engagement by fulfilling followers’ basic psychological needs. We tested our model in two independent longitudinal samples using daily and weekly measurement designs with 214 (N = 75) and 147 (N = 54) lagged observations, respectively. In support of our model, experiencing episodes of transformational leadership was associated with basic need fulfilment and led to a change in positive affect, which predicted changes in work engagement. Our findings suggest that a focus on affective dynamics can advance theories of leadership.
KW - affective shift
KW - emotion regulation
KW - Leadership
KW - self-determination theory
KW - work engagement
KW - Entrepreneurship
KW - Management studies
UR - http://www.scopus.com/inward/record.url?scp=85145083014&partnerID=8YFLogxK
UR - https://www.mendeley.com/catalogue/57063abd-fe45-340b-bb24-c666cfd77f3e/
U2 - 10.1080/1359432X.2022.2161368
DO - 10.1080/1359432X.2022.2161368
M3 - Journal articles
AN - SCOPUS:85145083014
VL - 32
SP - 360
EP - 372
JO - European Journal of Work and Organizational Psychology
JF - European Journal of Work and Organizational Psychology
SN - 1359-432X
IS - 3
ER -