The influence of leader core self-evaluation on follower reports of transformational leadership

被引：38
|
作者：
Hu, Jia [1 ]
Wang, Zhen [2 ]
Liden, Robert C. [3 ]
Sun, Jianmin [4 ]
机构：
[1] Univ Notre Dame, Mendoza Coll Business 346, Notre Dame, IN 46556 USA
[2] Cent Univ Finance & Econ, Sch Business, Beijing 100081, Peoples R China
[3] Univ Illinois, Dept Managerial Studies, Chicago, IL 60607 USA
[4] Renmin Univ China, Sch Labor & Human Resources, Beijing 100872, Peoples R China
来源：
LEADERSHIP QUARTERLY | 2012年 / 23卷 / 05期
基金：
美国国家卫生研究院;
关键词：
Transformational leadership (TFL); Core self-evaluation (CSE); TRANSACTIONAL LEADERSHIP; JOB-SATISFACTION; LIFE SATISFACTION; MEDIATING ROLE; DARK-SIDE; PERSONALITY; PERFORMANCE; WORK; ANTECEDENTS; CONCORDANCE;
D O I：
10.1016/j.leaqua.2012.05.004
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
The role of leader core self-evaluations (CSE) was investigated for its influence on follower perceptions of transformational leadership (TFL) dimensions in a sample of 464 employees and 150 leaders from three Chinese organizations. As hypothesized, after controlling for leaders' and followers' demographic variables and modeling fixed-effects to account for the potential impact of omitted variables, we found that leader CSE was significantly and positively related to follower perception of leader TFL. The result enhances the understanding of TFL antecedents. (C) 2012 Elsevier Inc. All rights reserved.
引用
收藏
页码：860 / 868
页数：9
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