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Linking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability
Vivian Chen, Chun-Hsi Yuan, Mei-Ling Cheng, Jen-Wei Seifert, Roger
Vivian Chen, Chun-Hsi
Yuan, Mei-Ling
Cheng, Jen-Wei
Seifert, Roger
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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
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Journal article
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en
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1062-9408