Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective.

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dc.citation.issue5
dc.citation.volume9
dc.contributor.authorLee MCC
dc.contributor.authorDing AYL
dc.coverage.spatialAustralia
dc.date.accessioned2023-11-20T01:37:52Z
dc.date.available2020-10
dc.date.available2019-12-20
dc.date.available2023-11-20T01:37:52Z
dc.date.issued2020-10
dc.descriptionCaul read and publish
dc.description.abstractWith 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.
dc.description.publication-statusPublished
dc.format.extent668 - 681
dc.identifierhttps://www.ncbi.nlm.nih.gov/pubmed/32022454
dc.identifier.citationPsych J, 2020, 9 (5), pp. 668 - 681
dc.identifier.doi10.1002/pchj.345
dc.identifier.eissn2046-0260
dc.identifier.elements-id455419
dc.identifier.harvestedMassey_Dark
dc.identifier.urihttps://hdl.handle.net/10179/17799
dc.languageeng
dc.publisherThe Institute of Psychology, Chinese Academy of Sciences and John Wiley & Sons Australia Lt
dc.relation.isPartOfPsych J
dc.rights(c) The author/s CC BY-NC
dc.subjectempowering leadership
dc.subjectjob performance
dc.subjectsupervisory coaching
dc.subjecttransactional leadership
dc.subjecttransformational leadership
dc.subjectHumans
dc.subjectJob Satisfaction
dc.subjectLeadership
dc.subjectMalaysia
dc.subjectMentoring
dc.subjectPower, Psychological
dc.subjectSurveys and Questionnaires
dc.subject.anzsrc1701 Psychology
dc.subject.anzsrc1702 Cognitive Sciences
dc.titleComparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective.
dc.typeJournal article
pubs.notesNot known
pubs.organisational-group/Massey University
pubs.organisational-group/Massey University/College of Humanities and Social Sciences
pubs.organisational-group/Massey University/College of Humanities and Social Sciences/School of Psychology
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