Structural Analysis of Psychological Resources Underpinning Self-Perceived Transformational Leadership

This study conceptualizes transformational leadership not as an evaluation by others but as the leader’s self-recognition—self-perceived transformational leadership (STFL)—and examines the roles of two psychological resources, Vigor and challenge-oriented coping (Overcoming), together with subjective well-being (SWB). Using validated scales, we surveyed approximately 600 employees from large Japanese corporations. After confirming the validity of a four-factor measurement model via confirmatory factor analysis (CFA), we tested structural relationships using structural equation modeling (SEM) with maximum likelihood estimation; indirect effects were assessed with Monte Carlo confidence intervals. The results showed that the strongest direct effect on STFL was from Overcoming, with a moderate and significant direct effect from Vigor. In contrast, the direct effect of SWB on STFL was small and marginal; however, the indirect effects of Vigor and Overcoming on STFL via SWB were small but significant, indicating a pattern of partial mediation. Overall, the primary pathway to STFL is the direct effect of psychological resources, while SWB contributes secondarily as an affective route. These findings refine the dynamics proposed by the broaden-and-build framework: positive affect broadens behavioral repertoires and fosters resource formation, and those resources, in turn, are reflected in self-recognition as a transformational leader—yet with a dominance of the direct resource pathway. Given the cross-sectional, self-report design and the focus on employees of large Japanese firms, additional longitudinal and intervention studies are needed to enhance the generalizability of the conclusions.