Example: barber

Leadership & Organization Development Journal

Leadership & Organization Development JournalEmerald Article: Transformational Leadership and personal outcomes: empowerment as mediatorVenkat R. KrishnanArticle information:To cite this document: Venkat R. Krishnan, (2012),"Transformational Leadership and personal outcomes: empowerment as mediator", Leadership & Organization Development Journal , Vol. 33 Iss: 6 pp. 550 - 563 Permanent link to this document: on: 29-08-2012 References: This document contains references to 52 other documentsTo copy this document: to this document was granted through an Emerald subscription provided by GREAT LAKES INSTITUTE OF MANAGEMENTFor Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service.

Leadership & Organization Development Journal Emerald Article: Transformational leadership and personal outcomes: empowerment as mediator Venkat R. Krishnan

Tags:

  Development, Journal, Organization, Leadership, Leadership amp organization development journal

Information

Domain:

Source:

Link to this page:

Please notify us if you found a problem with this document:

Other abuse

Transcription of Leadership & Organization Development Journal

1 Leadership & Organization Development JournalEmerald Article: Transformational Leadership and personal outcomes: empowerment as mediatorVenkat R. KrishnanArticle information:To cite this document: Venkat R. Krishnan, (2012),"Transformational Leadership and personal outcomes: empowerment as mediator", Leadership & Organization Development Journal , Vol. 33 Iss: 6 pp. 550 - 563 Permanent link to this document: on: 29-08-2012 References: This document contains references to 52 other documentsTo copy this document: to this document was granted through an Emerald subscription provided by GREAT LAKES INSTITUTE OF MANAGEMENTFor Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service.

2 Information about how to choose which publication to write for and submission guidelines are available for all. Please visit for more Emerald over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The Organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of leadershipand personal outcomes:empowerment as mediatorVenkat R.

3 KrishnanOrganizational Behavior,Great Lakes Institute of Management, Chennai, IndiaAbstractPurpose Creating and maintaining sustainable businesses require an understanding of the role ofleadership in enhancing personal outcomes of employees, and of the processes by which they can beenhanced. The purpose of this paper is to report a study on analyzing how transformational leadershipis related to followers meaning in life and subjective wellbeing, with psychological empowermentbeing a mediating Data were collected from 285 managers (69 females and 215males) of a large manufacturing Organization in western India. They responded to questions abouttheir superior s transformational Leadership and their own empowerment, meaning in life and Empowerment mediated the relationship between transformational Leadership andfollower s meaning in life and limitations/implications Same-source bias is a possible limitation of the s self-rating on transformational Leadership could be taken, but it would not be as valid as therating given by followers.

4 Another limitation is the collection of all data at the same implications The strong and positive relationship between empowerment and meaningin life sheds light on making followers see greater meaning in life. Attempts to enhance meaning inlife should first focus on increasing self-efficacy. If followers do not have faith in their own capabilityto do their job, it may not be possible for them to see meaning in This study adds to the existing literature by clarifying the process by whichtransformational leaders enhance followers meaning in life and subjective Leadership , Empowerment, Self-efficacy, Meaning in life,Subjective wellbeing, India, Manufacturing industriesPaper typeResearch paperCreating and maintaining sustainable businesses require an understanding of the roleof Leadership in addressing personal outcomes of employees.

5 Happiness is a commongoal of everyone and most other things are possibly means to that goal. Personaloutcomes of employees like meaning in life and subjective well-being have becomean important concern for organizations in the intense competition for attracting andretaining talent. Meaning in life makes one s life purposeful and subjective well-beingis about being happy; these are important dimensions of anyone s life, and peopleexpect work organizations to contribute to them. Focussing only on work-relatedoutcomes may not be sufficient anymore. There is a need to better understand theprocesses by which desirable personal outcomes of employees can be s Leadership style is one of the most significant factors that affect the lifeof subordinates.

6 Transformational Leadership is a mutually stimulating and engagingrelationship between leader and followers. Employees are likely to be happier workingThe current issue and full text archive of this Journal is available & OrganizationDevelopment JournalVol. 33 No. 6, 2012pp. 550-563rEmerald Group Publishing Limited0143-7739 DOI earlier version of the paper was presented at the Annual Conference of the AdministrativeSciences Association of Canada, Regina (Canada), May ,6under managers who exhibit more transformational Leadership behaviors, since suchmanagers will show more individualized consideration. Transformational leadershiphas been found to have significant effects on several aspects of organizational life andon employee spirituality (Krishnan, 2008) and well-being (Nielsenet al.)

7 , 2008). However,the process through which such relationships are developed is not clearly is necessary to understand the immediate antecedents of personal empowerment is a common objective in many organizations empowerment in a work context is a form of intrinsic task motivationthat consists of four dimensions impact, meaningfulness, choice, and in intrinsic task motivation is known to result in happy and productiveemployees. Transformational Leadership of supervisors could enhance the happiness oftheir subordinates, but this need not be a direct effect. Personal outcomes likesubjective well-being are likely to be immediately affected by work-related factorsrather than by supervisor s Leadership behaviors, though of course, supervisor sleadership behaviors could affect those work-related factors.

8 Managers who make theirsubordinates feel more competent and find work more meaningful are likely therebyto enhance the well-being of those employees. Understanding the mediating roleof empowerment will provide clear guidelines to transformational leaders who wishto enhance the personal outcomes of their followers. This paper reports a study onanalyzing how transformational Leadership is related to followers meaning in life andsubjective well-being, with empowerment being a mediating and hypothesesBurns (1978) identified two types of Leadership based on the nature of leader-followerinteractions: transactional and transformational. The more traditional transactionalleadership involves an exchange relationship between leaders and followers, buttransformational Leadership is based on leaders shifting the values, beliefs, and needsof their followers.

9 It is known to result in superior performance in organizations facingrenewal and leadershipAccording to Burns (1978), transformational Leadership occurs when one or morepersons engage with others in such a way that leaders and followers raise one anotherto higher levels of motivation and morality (p. 20), and results in a transforming effecton both leaders and followers. Bass (1985) built on Burns (1978) work and describedtransformational Leadership in terms of the impact that it has on followers; followersfeel trust, admiration, and loyalty toward the leader. Transformational leaders motivatefollowers to do more than the latter originally expected to do. Transformationalleadership consists of four factors charisma or idealized influence, inspirationalmotivation, intellectual stimulation, and individualized to Burns (1978, p.)

10 4), the result of transforming Leadership is arelationship of mutual stimulation and elevation that converts followers into leadersand may convert leaders into moral agents. Transformational leaders throwthemselves into a dynamic relationship with followers who will feel elevated by it andbecome more active themselves, thereby creating new cadres of leaders raise their followers up through levels of morality. Theissue of moral Leadership concerned Burns the most. He considered moral Leadership asemerging from, and always returning to, the fundamental wants, needs, aspirations,and values of the followers. Burns held that transformational Leadership ultimately551 Transformationalleadershipbecomes moral in that it raises the level of human conduct and ethical aspiration ofboth leader and led, and thus it has a transforming effect on both (p.


Related search queries