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

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    Authors
    Vivian Chen, Chun-Hsi
    Yuan, Mei-Ling
    Cheng, Jen-Wei
    Seifert, Roger
    Issue Date
    2015-11-03
    
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    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
    Chen, C.V., Yuan, M., Cheng, J., & Seifert, R.V. (2016) 'Linking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability', The North American Journal of Economics and Finance, 35 (1) pp 234-246. doi: 10.1016/j.najef.2015.10.012
    Publisher
    Elsevier
    Journal
    The North American Journal of Economics and Finance
    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
    Journal article
    Language
    en
    ISSN
    1062-9408
    ae974a485f413a2113503eed53cd6c53
    10.1016/j.najef.2015.10.012
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