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dc.contributor.authorVivian Chen, Chun-Hsi
dc.contributor.authorYuan, Mei-Ling
dc.contributor.authorCheng, Jen-Wei
dc.contributor.authorSeifert, Roger
dc.date.accessioned
dc.date.available2016-08-05T14:09:49Z
dc.date.issued2015-11-03
dc.identifier.citationChen, 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
dc.identifier.issn1062-9408
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.
dc.formatapplication/pdf
dc.language.isoen
dc.publisherElsevier
dc.relation.urlhttp://linkinghub.elsevier.com/retrieve/pii/S1062940815000996
dc.subjectfelt accountability (FA)
dc.subjectcore self-evaluation (CSE
dc.subjectJob performance
dc.subjectTransformational leadership
dc.subjecttask performance (TP)
dc.titleLinking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability
dc.typeJournal article
dc.identifier.journalThe North American Journal of Economics and Finance
dc.source.volume35
dc.source.beginpage234
dc.source.endpage246
refterms.dateFOA2019-07-05T14:31:28Z
html.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.


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