Transformational Leaders and Work Performance: The Mediating Roles of Identification and Self-efficacy
| Autor | Flávia Cavazotte - Valter Moreno - Jane Bernardo |
| Cargo | Pontifícia Universidade Católica do Rio de Janeiro, IAG/PUC-Rio - Ibmec Rio de Janeiro - Ibmec Rio de Janeiro |
Available online at
http://www.anpad.org.br/bar
BAR, Rio de Janeiro, v. 10, n. 4, art. 6,
pp. 490-512, Oct./Dec. 2013
Transformational Leaders and Work Performance: The
Mediating Roles of Identification and Self-efficacy
Flávia Cavazotte
E-mail address: flavia.cavazotte@iag.puc-rio.br
Pontifícia Universidade Católica do Rio de Janeiro – IAG/PUC-Rio
Rua Marques de São Vicente, 225, 22451-900, Rio de Janeiro, RJ, Brazil.
Valter Moreno
E-mail address: valter.moreno@gmail.com
Ibmec Rio de Janeiro
Av. Pres. Wilson, 118, 20030-020, Rio de Janeiro, RJ, Brazil.
Jane Bernardo
E-mail address: janebernardo58@yahoo.com.br
Ibmec Rio de Janeiro
Av. Rio Branco, 99, Térreo, 20040-004, Rio de Janeiro, RJ, Brazil.
Received 27 September 2012; received in revised form 1st March 2013; accepted 10 April 2013;
published online 1st October 2013.
Transformational Leaders and Work Performance 491
BAR, Rio de Janeiro, v. 10, n. 4, art. 6, pp. 490-512, Oct./Dec. 2013 www.anpad.org.br/bar
Abstract
In this study we investigate the connections between transformational leadership and subordinate formal and
contextual perfor mance among B razilian employee s. We also proposed and tested two mediating processes
through which transformational leaders would enhance the performance of their staff: stronger follower
identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 manage rs
from a multinati onal comp any that operates in the fi nancial se ctor. The proposed structural equation model
was assess ed wit h Pa rtial Least Squares (PLS) techn iques. The results sugge st th at per ceived
transformational leaders hip is associated with higher levels of task performance a nd helping behaviors.
Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and
practice.
Key words: transformational leadership; identification; self-efficacy; tas k performance; helping behaviors.
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