The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework
In a test of hypotheses derived from the integration of principles of path‐goal theory (House, 1996) and transformational leadership theory (Bass, 1985), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indic...
Gespeichert in:
| Veröffentlicht in: | Journal of occupational and organizational psychology 2008-03, Vol.81 (1), p.71-82 |
|---|---|
| Hauptverfasser: | , , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 82 |
|---|---|
| container_issue | 1 |
| container_start_page | 71 |
| container_title | Journal of occupational and organizational psychology |
| container_volume | 81 |
| creator | Vecchio, Robert P. Justin, Joseph E. Pearce, Craig L. |
| description | In a test of hypotheses derived from the integration of principles of path‐goal theory (House, 1996) and transformational leadership theory (Bass, 1985), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed. |
| doi_str_mv | 10.1348/096317907X202482 |
| format | Article |
| fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_miscellaneous_57247663</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>1433813931</sourcerecordid><originalsourceid>FETCH-LOGICAL-c4463-5d8c4aa01d245c3b9c32f19cbe11e9715833e115fed35d6ba327c3eda7b098503</originalsourceid><addsrcrecordid>eNqFkU1v1DAQhiMEEkvhztFCgluKP-P4iCoooMKCWqA3a9aZNG6zcbCz2u5_4EfjbVY99FJfbM28zzuemaJ4zegxE7J-T00lmDZUX3LKZc2fFAtOpSxrwdXTYrFPlzlfPy9epHRN89FSL4p_Fx2SzeR7P-1IaMkUYUjgJh8G6AkMzRxpQ1zDIdgjNBhT50eSw2SM2PgMDFdkxHgnHBzeoSkjqZ3dyNZPnR8IkBGmrrwK2WnqMMQdaSOscRvizcviWQt9wleH-6j49enjxcnn8mx5-uXkw1nppMxtqKZ2EoCyhkvlxMo4wVtm3AoZQ6OZqoXIT9ViI1RTrUBw7QQ2oFfU1IqKo-Ld7DvG8HeDabJrnxz2PQwYNskqzaWuKvGoUFSGaa1MFr55ILwOm5inlSwzRmhuKp1FdBa5GFKK2Nox-jXEnWXU7pdoHy4xI28PvpAc9HlSg_PpnuO0NkbJfX0167a-x92jvvbrcvmDm32D5cz5NOHtPQfxxuYPa2X_fD-1P8_Pv1WXv42l4j8DFL2R</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>199372967</pqid></control><display><type>article</type><title>The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework</title><source>Wiley Online Library</source><source>Business Source Complete</source><source>Applied Social Sciences Index & Abstracts (ASSIA)</source><creator>Vecchio, Robert P. ; Justin, Joseph E. ; Pearce, Craig L.</creator><creatorcontrib>Vecchio, Robert P. ; Justin, Joseph E. ; Pearce, Craig L.</creatorcontrib><description>In a test of hypotheses derived from the integration of principles of path‐goal theory (House, 1996) and transformational leadership theory (Bass, 1985), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed.</description><identifier>ISSN: 0963-1798</identifier><identifier>EISSN: 2044-8325</identifier><identifier>DOI: 10.1348/096317907X202482</identifier><identifier>CODEN: JOCCEF</identifier><language>eng</language><publisher>Oxford, UK: Blackwell Publishing Ltd</publisher><subject>Biological and medical sciences ; Correlation analysis ; Employees ; Fundamental and applied biological sciences. Psychology ; Integration ; Job performance ; Leadership ; Occupational psychology ; Organization theory ; Organizational performance ; Predictive validity ; Psychology. Psychoanalysis. Psychiatry ; Psychology. Psychophysiology ; Regression analysis ; Satisfaction ; Studies ; Transformational leadership ; Work condition. Job performance. Stress</subject><ispartof>Journal of occupational and organizational psychology, 2008-03, Vol.81 (1), p.71-82</ispartof><rights>2008 The British Psychological Society</rights><rights>2009 INIST-CNRS</rights><rights>Copyright British Psychological Society Mar 2008</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4463-5d8c4aa01d245c3b9c32f19cbe11e9715833e115fed35d6ba327c3eda7b098503</citedby><cites>FETCH-LOGICAL-c4463-5d8c4aa01d245c3b9c32f19cbe11e9715833e115fed35d6ba327c3eda7b098503</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://onlinelibrary.wiley.com/doi/pdf/10.1348%2F096317907X202482$$EPDF$$P50$$Gwiley$$H</linktopdf><linktohtml>$$Uhttps://onlinelibrary.wiley.com/doi/full/10.1348%2F096317907X202482$$EHTML$$P50$$Gwiley$$H</linktohtml><link.rule.ids>314,776,780,1411,27903,27904,30978,30979,45553,45554</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=20899549$$DView record in Pascal Francis$$Hfree_for_read</backlink></links><search><creatorcontrib>Vecchio, Robert P.</creatorcontrib><creatorcontrib>Justin, Joseph E.</creatorcontrib><creatorcontrib>Pearce, Craig L.</creatorcontrib><title>The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework</title><title>Journal of occupational and organizational psychology</title><description>In a test of hypotheses derived from the integration of principles of path‐goal theory (House, 1996) and transformational leadership theory (Bass, 1985), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed.</description><subject>Biological and medical sciences</subject><subject>Correlation analysis</subject><subject>Employees</subject><subject>Fundamental and applied biological sciences. Psychology</subject><subject>Integration</subject><subject>Job performance</subject><subject>Leadership</subject><subject>Occupational psychology</subject><subject>Organization theory</subject><subject>Organizational performance</subject><subject>Predictive validity</subject><subject>Psychology. Psychoanalysis. Psychiatry</subject><subject>Psychology. Psychophysiology</subject><subject>Regression analysis</subject><subject>Satisfaction</subject><subject>Studies</subject><subject>Transformational leadership</subject><subject>Work condition. Job performance. Stress</subject><issn>0963-1798</issn><issn>2044-8325</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2008</creationdate><recordtype>article</recordtype><sourceid>7QJ</sourceid><recordid>eNqFkU1v1DAQhiMEEkvhztFCgluKP-P4iCoooMKCWqA3a9aZNG6zcbCz2u5_4EfjbVY99FJfbM28zzuemaJ4zegxE7J-T00lmDZUX3LKZc2fFAtOpSxrwdXTYrFPlzlfPy9epHRN89FSL4p_Fx2SzeR7P-1IaMkUYUjgJh8G6AkMzRxpQ1zDIdgjNBhT50eSw2SM2PgMDFdkxHgnHBzeoSkjqZ3dyNZPnR8IkBGmrrwK2WnqMMQdaSOscRvizcviWQt9wleH-6j49enjxcnn8mx5-uXkw1nppMxtqKZ2EoCyhkvlxMo4wVtm3AoZQ6OZqoXIT9ViI1RTrUBw7QQ2oFfU1IqKo-Ld7DvG8HeDabJrnxz2PQwYNskqzaWuKvGoUFSGaa1MFr55ILwOm5inlSwzRmhuKp1FdBa5GFKK2Nox-jXEnWXU7pdoHy4xI28PvpAc9HlSg_PpnuO0NkbJfX0167a-x92jvvbrcvmDm32D5cz5NOHtPQfxxuYPa2X_fD-1P8_Pv1WXv42l4j8DFL2R</recordid><startdate>200803</startdate><enddate>200803</enddate><creator>Vecchio, Robert P.</creator><creator>Justin, Joseph E.</creator><creator>Pearce, Craig L.</creator><general>Blackwell Publishing Ltd</general><general>British Psychological Society</general><scope>BSCLL</scope><scope>IQODW</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7QJ</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope></search><sort><creationdate>200803</creationdate><title>The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework</title><author>Vecchio, Robert P. ; Justin, Joseph E. ; Pearce, Craig L.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4463-5d8c4aa01d245c3b9c32f19cbe11e9715833e115fed35d6ba327c3eda7b098503</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2008</creationdate><topic>Biological and medical sciences</topic><topic>Correlation analysis</topic><topic>Employees</topic><topic>Fundamental and applied biological sciences. Psychology</topic><topic>Integration</topic><topic>Job performance</topic><topic>Leadership</topic><topic>Occupational psychology</topic><topic>Organization theory</topic><topic>Organizational performance</topic><topic>Predictive validity</topic><topic>Psychology. Psychoanalysis. Psychiatry</topic><topic>Psychology. Psychophysiology</topic><topic>Regression analysis</topic><topic>Satisfaction</topic><topic>Studies</topic><topic>Transformational leadership</topic><topic>Work condition. Job performance. Stress</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Vecchio, Robert P.</creatorcontrib><creatorcontrib>Justin, Joseph E.</creatorcontrib><creatorcontrib>Pearce, Craig L.</creatorcontrib><collection>Istex</collection><collection>Pascal-Francis</collection><collection>CrossRef</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><jtitle>Journal of occupational and organizational psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Vecchio, Robert P.</au><au>Justin, Joseph E.</au><au>Pearce, Craig L.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework</atitle><jtitle>Journal of occupational and organizational psychology</jtitle><date>2008-03</date><risdate>2008</risdate><volume>81</volume><issue>1</issue><spage>71</spage><epage>82</epage><pages>71-82</pages><issn>0963-1798</issn><eissn>2044-8325</eissn><coden>JOCCEF</coden><abstract>In a test of hypotheses derived from the integration of principles of path‐goal theory (House, 1996) and transformational leadership theory (Bass, 1985), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed.</abstract><cop>Oxford, UK</cop><pub>Blackwell Publishing Ltd</pub><doi>10.1348/096317907X202482</doi><tpages>12</tpages><oa>free_for_read</oa></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0963-1798 |
| ispartof | Journal of occupational and organizational psychology, 2008-03, Vol.81 (1), p.71-82 |
| issn | 0963-1798 2044-8325 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_57247663 |
| source | Wiley Online Library; Business Source Complete; Applied Social Sciences Index & Abstracts (ASSIA) |
| subjects | Biological and medical sciences Correlation analysis Employees Fundamental and applied biological sciences. Psychology Integration Job performance Leadership Occupational psychology Organization theory Organizational performance Predictive validity Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Regression analysis Satisfaction Studies Transformational leadership Work condition. Job performance. Stress |
| title | The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-24T18%3A38%3A16IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=The%20utility%20of%20transactional%20and%20transformational%20leadership%20for%20predicting%20performance%20and%20satisfaction%20within%20a%20path-goal%20theory%20framework&rft.jtitle=Journal%20of%20occupational%20and%20organizational%20psychology&rft.au=Vecchio,%20Robert%20P.&rft.date=2008-03&rft.volume=81&rft.issue=1&rft.spage=71&rft.epage=82&rft.pages=71-82&rft.issn=0963-1798&rft.eissn=2044-8325&rft.coden=JOCCEF&rft_id=info:doi/10.1348/096317907X202482&rft_dat=%3Cproquest_cross%3E1433813931%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=199372967&rft_id=info:pmid/&rfr_iscdi=true |