The Moderating Effect of Self-Efficacy on the Relationships between Transformational Leadership and Subordinates Health


Gebeyehu Begashaw Abate, Daniel Tsehay Sewasew, Birhanu Mekonnen Woldemeskel

Abstract


Abstract

The aim of this study was to examine the moderating effect of self-efficacy on the relationships between transformational leadership and employees’ health and wellbeing. A cross-sectional survey design was employed. Questionnaires were distributed for 528 employees working in different social service organizations in Spain. Participants had worked on average 62 months (5.1) years in their current position (e.g. as administrative personnel, assistant personnel and technician assistant including psychologists and social workers).  The average age was 37 years and more than three quarters of the participants were females (82 percent). As expected transformational leadership has a direct negative relationship with employees’ health (psychological distress and psychosomatic complaint). There is however, no enough evidence to show that self-efficacy moderates the relationship between transformational leadership and health. The study has practical implications particularly for the leadership development and organizational intervention programs.

Keywords: Transformational Leadership, Psychological Distress, Psychosomatic Complaint, Self-Efficacy.


| PDF |

References


References

Arnold, K.A., Turner, N., Barling, J. , Kelloway, E.K. & McKee, M.C. (2007)

Transformational Leadership and psychological well-being: The mediating role of meaningful work. Journal of Occupational Health Psychology, 12: 193–203.

Avolio, B.J., & Bass, B.M. (1995). Individual consideration reviewed at multiple levels of

analysis: A multi-level framework for examining the diffusion of transformational leadership. Leadership Quarterly, 6, 199-218.

Avolio, B.J. (1999). Full Leadership Development: Building the Vital Forces in Organizations.

Thousand Oaks CA: Sage.

Bandura, A. (1997). Self efficacy: the exercise of control. Freeman, NY

Bass, B. M., & Avolio, B. J. (1995). MLQ Multifactor Leadership Questionnaire (2nd ed.). Redwood

City, CA: Mind Garden.

Bass, B.M. (1998). Transformational Leadership. Industrial, Military, and Educational

Impact. Mahwah, NJ: LEA.

Bass, B.M. (1999). Two decades of research and development in transformational

leadership. European Journal of Work and Organizational Psychology, 8, `9_32.

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.).Mahwah, NJ:

Erlbaum.

Bushra, F., Usman, A., & Naveed, A. (2011). Effect of transformational leadership on

employees’ job satisfaction and organizational commitment in banking sector of Lahore. International journal of business and social science, 18(2), 261-267

Cooper, C. L., Sloan, S. J. & Williams, S. (1988). Occupational Stress Indicator Management

Guide (Windsor:NFER-Wilson).

Corrigan P.W., Diwan S., Campion J. & Rashid F. (2002) Transformational leadership and

the mental health team. Administration and Policy in Mental Health, 30, 97–108.

Franke, F. & Felfe, J.(2011). How does transformational leadership impact Employees

psychological strain? examining differentiated effects and the moderating role of affective organizational commitment. Leadership, 7(3), 295-316.

Frazier, A.P., Tix, P.A., & Barron, E.K. (2004).Testing Moderator and Mediator

Effects in Counseling Psychology Research. Journal of Counseling Psychology, 51(1), 115–134.

Gilbreath, B. & Benson, P.G. (2004). The contribution of supervisor behavior to employee

Psychological well-being. Work & Stress, 18, 255_266.

Goldberg, D. (1992). General Health Questionnaire (GHQ-12) Windsor, UK: NFER-Nelso

Grau, R., Martinez, I., Agut, S., &Salanova, M. (2002). Safety attitudes and its relationship

with safety training and generalized self- efficacy. International journal of

occupational safety and Ergonomics, 8(19), 23-25.

Hetland, H., Sandal, G. M., & Johnsen, T. B. (2007). Burnout in the information technology

sector: Does leadership matter? European Journal of Work and Organizational Psychology,16 (1), 58-75. doi:10.1080/13594320601084558

Jex, S.M., Bliese, P.D., 1999. Efficacy beliefs as a moderator of the impact of work-related

stressors: a multilevel study. Journal of Applied Psychology, 84, 349–361.

Jex, S.M., Bliese, P.D., Buzzell, S., & Primeau, J. (2001). The impact of self-Efficacy on

stressor–strain relations: Coping style as an explanatory mechanism. Journal of Applied Psychology, 86(3), 401–409.

Jung, D.I. (2000). Transformational and transactional leadership and their effects on

creativity in groups. Creativity Research Journal13: 185–195.

Kelloway, E. K., & Barling, J. (2000). What we have learned about developing

transformational leaders. Leadership and Organization Development Journal, 21,

–362.

Keyes, C. L., Shmotkin, D., & Ryff, C. D. (2002). Optimizing well-being: The empirical

encounter of two traditions. Journal of Personality and Social Psychology,82, 1007–1022.

Liu, J. & Siu, L.O. & Shi, K. (2010). Transformational leadership and employee well-Being:

The mediating role of trust in the leader and self-Efficacy: Applied psychology; an international review, 59 (3), 454–479

MacKenzie SB, Podsako, P.M. & Rich G.A. (2001). Transformational and transactional

leadership and salesperson performance. Journal of the Academy of Marketing Science,

:115–134.

Nielsen, K., Yarker, J., Randall, R., & Munir, F. (2009). The mediating effects of

team and self-efficacy on the relationship between transformational leadership, and job satisfaction and psychological well-being in healthcare professionals: A cross-sectional questionnaire survey. International Journal of Nursing Studies, 46, 1236-1244.

Nielsen, K., Yarker, J., Brenner, S., Randall, R., Borg, V. (2008). The importance of

transformational leadership style for the well-being of employees working with older people. Journal of Advanced Nursing 63 (5), 465–475.

Nielsen, K., & Munir, F. (2009). How do transformational leaders influence followers’

affective well-being? Exploring the mediating role of self-efficacy. Work & Stress, 23,

-329.

Offerman, L.R. & Hellmann, P.S. (1996). Leadership behavior and subordinate stress: A

o view. Journal of Occupational Health Psychology, 1, 382_390.

O’Leary, A., 1992. Self-efficacy and health: behavioral and stress-physiological mediation.

Cognitive Therapy and Research 16, 229–245.

Schaubroeck, J., & Merritt, D.E. (1997). Divergent effects of job control on coping with work

stressors: The key role of self-efficacy. Academy of Management Journal, 40, 738–

Shi L.J. & Siu, O.L. (2010). Transformational Leadership and Employee Well-Being: The

Mediating Role of Trust in the Leader and Self-Efficacy: Applied psychology; an international review,59 (3), 454–479

Siu O. L, Lu C.Q, & Spector P.E (2007).Employees’ Well-being in Greater China: The Direct

and Moderating Effects of General Self-efficacy. Applied Psychology: an international review, 56(2), 288–301

Sosik, J. J., & Godshalk, V. M. (2000). Leadership styles, mentoring functions received, and

job-related stress: A conceptual model and preliminary study. Journal of

Organizational Behavior, 21, 365–390.

Stordeur S., D'hoore W., &Vandenberghe, C. (2001). Leadership, organizational stress, and

emotional exhaustion among hospital nursing staff. Journal of Advanced Nursing, 35

(4).

Tafvelin, S., Armelius, K., & Westerberg, K., (2011). Toward Understanding the Direct and

Indirect Effects of Transformational Leadership on Well-Being: Longitudinal Study. Journal of Leadership & Organizational Studies 18(4) 480– 492.

Waldman, D. A., Ramirez, G. G, House, R. J & Puranam, P. (2001). Does leadership matter?

CEO leadership attributes and profitability under conditions of perceived environmental uncertainty. Academy of Management Journal, 44: 134–143.

Walumbawa, O., F, Lawler, J.J., Avolio, J, B., Wang, P., & Shi, K.( 2005). Transformational

leadership and work related attitudes: The moderating effects collective and self-

efficacy across cultures. Journal of leadership and organizational studies, 11(3), 1-15.




About this article

Title

The Moderating Effect of Self-Efficacy on the Relationships between Transformational Leadership and Subordinates Health

Date

01-10-2014

Additional Links

Manuscript Submission

Journal

Innovare Journal of Social Sciences
Vol 2 Issue 4 2014 (October-December) Page: 81-85

Online ISSN

2347-5544

Statistics

400 Views | 233 Downloads

Authors & Affiliations

Gebeyehu Begashaw Abate
GONDAR UNIVERSITY
Ethiopia

Daniel Tsehay Sewasew
Gondar University
Ethiopia

Birhanu Mekonnen Woldemeskel
Gondar University
Ethiopia


Refbacks

  • There are currently no refbacks.