Linking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability

2.50
Hdl Handle:
http://hdl.handle.net/2436/618010
Title:
Linking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability
Authors:
Vivian Chen, Chun-Hsi; Yuan, Mei-Ling; Cheng, Jen-Wei; Seifert, Roger
Abstract:
The present study examines the mediating effects of felt accountability on the relationship of both transformational leadership as well as core self-evaluation on task and contextual performance. SEM with AMOS was used to analyze the data collected from questionnaires distributed to 302 supervisor-employee dyads. The concept of felt accountability is based on a social contingency model of accountability, which is distinct from the feelings of responsibility or obligation in organizational research. Our hypotheses of the mediating roles of felt accountability were supported by the data, except that the mediating effect of felt accountability between the relationship of core self-evaluation and contextual performance was not supported. We discuss the implications of these results for research and practice in organizations.
Citation:
Linking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability 2016, 35:234 The North American Journal of Economics and Finance
Publisher:
Elsevier
Journal:
The North American Journal of Economics and Finance, Vol 35 (2016) pp. 234-246
Issue Date:
Jan-2016
URI:
http://hdl.handle.net/2436/618010
DOI:
10.1016/j.najef.2015.10.012
Additional Links:
http://linkinghub.elsevier.com/retrieve/pii/S1062940815000996
Type:
Article
Language:
en
ISSN:
10629408
Appears in Collections:
FOSS

Full metadata record

DC FieldValue Language
dc.contributor.authorVivian Chen, Chun-Hsien
dc.contributor.authorYuan, Mei-Lingen
dc.contributor.authorCheng, Jen-Weien
dc.contributor.authorSeifert, Rogeren
dc.date.accessioned2016-08-05T14:09:49Z-
dc.date.available2016-08-05T14:09:49Z-
dc.date.issued2016-01-
dc.identifier.citationLinking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability 2016, 35:234 The North American Journal of Economics and Financeen
dc.identifier.issn10629408-
dc.identifier.doi10.1016/j.najef.2015.10.012-
dc.identifier.urihttp://hdl.handle.net/2436/618010-
dc.description.abstractThe present study examines the mediating effects of felt accountability on the relationship of both transformational leadership as well as core self-evaluation on task and contextual performance. SEM with AMOS was used to analyze the data collected from questionnaires distributed to 302 supervisor-employee dyads. The concept of felt accountability is based on a social contingency model of accountability, which is distinct from the feelings of responsibility or obligation in organizational research. Our hypotheses of the mediating roles of felt accountability were supported by the data, except that the mediating effect of felt accountability between the relationship of core self-evaluation and contextual performance was not supported. We discuss the implications of these results for research and practice in organizations.en
dc.language.isoenen
dc.publisherElsevieren
dc.relation.urlhttp://linkinghub.elsevier.com/retrieve/pii/S1062940815000996en
dc.rightsArchived with thanks to The North American Journal of Economics and Financeen
dc.subjectfelt accountability (FA)en
dc.subjectcore self-evaluation (CSEen
dc.subjectJob performanceen
dc.subjectTransformational leadershipen
dc.subjecttask performance (TP)en
dc.titleLinking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountabilityen
dc.typeArticleen
dc.identifier.journalThe North American Journal of Economics and Finance, Vol 35 (2016) pp. 234-246en
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