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Daily transformational leadership: A source of inspiration for follower performance?

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  • Bakker, Arnold B.
  • Hetland, Jørn
  • Kjellevold Olsen, Olav
  • Espevik, Roar

Abstract

This study uses the full-range leadership model to argue that on days when leaders engage in transformational leadership behaviors, they identify follower strengths and stimulate followers to show personal initiative. We propose that transformational leadership is related to follower work engagement and performance through follower strengths use and personal initiative. Moreover, we hypothesize that followers' personal initiative is most effective when followers use their strengths. A total of 57 Norwegian naval cadets filled out a diary booklet for 30 days (response = 72.6%; n = 1242). Multilevel modeling analyses largely supported our hypotheses. On the days when leaders used transformational leadership behaviors such as intellectual stimulation and individual consideration, followers were more likely to use their strengths and take initiative. These behaviors, in turn, predicted next-day work engagement and next-day job performance. Moreover, followers’ personal initiative was particularly related to work engagement when strengths use was high rather than low. We discuss how these findings contribute to the leadership literature by showing how leaders inspire their followers to lead themselves. In addition, we elaborate on the practical implications for leadership training.

Suggested Citation

  • Bakker, Arnold B. & Hetland, Jørn & Kjellevold Olsen, Olav & Espevik, Roar, 2023. "Daily transformational leadership: A source of inspiration for follower performance?," European Management Journal, Elsevier, vol. 41(5), pages 700-708.
  • Handle: RePEc:eee:eurman:v:41:y:2023:i:5:p:700-708
    DOI: 10.1016/j.emj.2022.04.004
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    References listed on IDEAS

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    1. Monje Amor, Ariadna & Abeal Vázquez, José Pablo & Faíña, José Andrés, 2020. "Transformational leadership and work engagement: Exploring the mediating role of structural empowerment," European Management Journal, Elsevier, vol. 38(1), pages 169-178.
    2. Mackey, Jeremy D. & Parker Ellen, B. & McAllister, Charn P. & Alexander, Katherine C., 2021. "The dark side of leadership: A systematic literature review and meta-analysis of destructive leadership research," Journal of Business Research, Elsevier, vol. 132(C), pages 705-718.
    3. Marine Miglianico & Philippe Dubreuil & Paule Miquelon & Arnold B. Bakker & Charles Martin-Krumm, 2020. "Strength Use in the Workplace: A Literature Review," Journal of Happiness Studies, Springer, vol. 21(2), pages 737-764, February.
    4. Hetland, Jørn & Hetland, Hilde & Bakker, Arnold B. & Demerouti, Evangelia, 2018. "Daily transformational leadership and employee job crafting: The role of promotion focus," European Management Journal, Elsevier, vol. 36(6), pages 746-756.
    5. Maria Christina Meyers & Marianne Woerkom, 2017. "Effects of a Strengths Intervention on General and Work-Related Well-Being: The Mediating Role of Positive Affect," Journal of Happiness Studies, Springer, vol. 18(3), pages 671-689, June.
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