Examining the Effects of Dual-level Transformational Leadership, LMX, and Group Cohesiveness on Employee Service Performance

Abstract

本研究指出，雙重層次之轉換型領導，分別通過主管與部屬交換關係以及群體凝聚力對員工服務績效產生影響。為避免共同方法變異，本研究取樣自台中地區一間大型商業銀行，共計回收計23間分行，共組成有效的228組主管－成員對偶樣本資料。本研究發現，雙重層次之轉換型領導對於員工服務績效均有顯著性之影響。其中，個人層次之轉換型領導透過主管與部屬交換關係、對員工服務績效產生影響。群體層次之轉換型領導透過群體凝聚力對員工服務績效產生影響。此外，本研究亦指出，群體凝毅力對於主管與部屬交換關係以及員工服務績效之間具有顯著正向干擾效果。本研究最後，亦提出理論與實務上之管理意涵以及未來研究方向。

In this study, we propose a multi-level theoretical framework within which we identify transformational leadership at dual levels as the primary source of the positive influence on employee service performance through the mechanism of leader-member exchange (LMX) and group cohesiveness. Data are obtained from 23 branches of a large commercial bank in central Taiwan, with the samples collected from both managers and employees forming 228 manager-employee dyads, and thereby avoiding common method variance. Our results reveal that both levels of transformational leadership and LMX have significantly positive effects on employee service performance, with LMX also playing a mediating role between individual-focused transformational leadership and service performance. Group-focused transformational leadership affects employee service performance through group cohesiveness. Interestingly, group cohesiveness is found to be an important moderator which also enhances the relationship between LMX and service performance. Our study includes a discussion of the theoretical and practical implications of our findings.