The dual processes of transformational leadership: The mediation effect of identification

Abstract

基於社會認同理論，在轉換型領導下作為一種意識制定的歷程，本研究檢視了轉換型領導如何透過追隨者的領導認同和社會性認同來影響工作成果。樣本收集來自31個團隊285名員工，本研究驗證了認同機制下轉換型領導與集體效能和情感性承諾之間的直接與間接關係的假設。結果表示，轉換型領導分別預測情感性承諾和集體效能。情感性承諾的部分歸因於，轉換型領導對追隨者領導者認同的影響。此外，集體效能則部分歸因於轉換型領導對追隨者社會性認同的影響。

Based on social identity theory in the context of transformational leadership as a sense-making process, this study examined how transformational leadership influences on work outcomes through followers' leader identification and social identification. The hypotheses under identification mechanisms were examined on a sample of 285 employees working under 31 team supervisions, the direct and indirect relationships between transformational leadership and, respectively, collective efficacy and affective commitment were tested. Results indicated that transformational leadership predicted affective commitment and collective efficacy, respectively. Affective commitment is partially accounted for by the impact of transformational leadership on followers' leader identification. Moreover, collective efficacy is partially accounted for by the impact of transformational leadership on followers' social identification.