Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Author: search.filters.author.Lee MCCSubject: search.filters.subject.Malaysia

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    Transformational leadership and organizational citizenship behavior: new mediating roles for trustworthiness and trust in team leaders
    (Springer Nature, 2024-08-19) Lee MCC; Lin M-H; Srinivasan PM; Carr SC
    This study investigates the pivotal role of trust in bridging the effects of transformational leadership on organizational citizenship behavior (OCB). The study was conducted using a multilevel longitudinal approach with 276 employees in 71 teams from private medium-sized organizations in Kuala Lumpur, Malaysia. Transformational leadership was found to be positively related to: (1) three facets of trustworthiness (ability, benevolence, and integrity); (2) trust in the leader; and (3) OCB. All three facets of trustworthiness mediated the relationship between transformational leadership and trust in leaders. In addition, trust in the leader mediated only the relationship between the benevolence facet of trustworthiness and OCB. As OCB is inherently benevolent, these findings not only are consistent with the principle of compatibility, but they also contribute to theorizing about ‘how’ trust plays an important role in the influence of transformational leadership on employees.
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    Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective.
    (The Institute of Psychology, Chinese Academy of Sciences and John Wiley & Sons Australia Lt, 2020-10) Lee MCC; Ding AYL
    With a leader being able to possess different types of leadership styles, there is a lack of literature investigating which leadership style best facilitates supervisory coaching behavior. The current study aimed to investigate which leadership style would exhibit supervisory coaching behavior, and if supervisory coaching behavior would mediate the relationship between leadership styles and job performance. The study compared the effects of three leadership styles-transformational, transactional, and empowering leadership-on supervisory coaching behavior, which has been reported to influence job performance. A multilevel approach was adopted in this study using 500 employees from 65 organizations within Malaysia. The study found that only empowering and transactional leadership styles exhibited supervisory coaching behavior, which in turn mediated their relationships with job performance. Overall, the findings suggest the importance of leadership styles that prioritize employee development, as these would lead to improved job performance in employees.