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Article
Publication date: 3 June 2024

Guadalupe Vila-Vázquez, Carmen Castro-Casal, Romina García-Chas and Dolores Álvarez-Pérez

The purpose of this study was to analyze, through a sequential model, the underlying mechanisms connecting transformational leadership with employee task performance…

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Abstract

Purpose

The purpose of this study was to analyze, through a sequential model, the underlying mechanisms connecting transformational leadership with employee task performance. Specifically, it examined the causal chain of transformational leadership-job characteristics (task variety and task significance)-job engagement-task performance.

Design/methodology/approach

The hypotheses were tested on a sample of 320 employees and their supervisors from Spanish young technology and knowledge-intensive small and medium-sized enterprises (SMEs) using structural equations.

Findings

The results show that the effect of transformational leadership on task performance (assessed by supervisors) occurs sequentially via task significance and job engagement. Additionally, job engagement mediates the relationship between task variety and task performance.

Practical implications

Findings highlight the relevance for supervisors to employ a transformational leadership style that leads employees directly and indirectly, through task significance, to be more engaged and achieve higher task performance. They also emphasize the importance of proper job design that allows employees to be fully invested in their job performance.

Originality/value

Despite the importance of leadership and employee performance for the survival and growth of these firms, the study of these relationships is largely unexplored. This study proposes and tests a serial model in which supervisor transformational leadership is linked to employee task performance through two sequential mediators: job characteristics (task variety and task significance) and job engagement.

Details

Leadership & Organization Development Journal, vol. 45 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 14 March 2016

Romina García-Chas, Edelmira Neira-Fontela and Concepción Varela-Neira

The purpose of this investigation is to analyze the role of perceived organizational support (POS) and intrinsic motivation in the relationship between high-performance work…

5937

Abstract

Purpose

The purpose of this investigation is to analyze the role of perceived organizational support (POS) and intrinsic motivation in the relationship between high-performance work systems (HPWS) and job satisfaction.

Design/methodology/approach

The sample used in this study consists of 180 engineers from 25 companies. The model entails a cross-level moderated mediation process that was tested using multilevel structural equation modeling.

Findings

This research shows that the effect of HPWS via POS on job satisfaction is stronger among engineers with low intrinsic motivation than engineers with high intrinsic motivation.

Practical implications

Given the findings of this paper, organizations are advised to consider the importance of HPWS perceptions and intrinsic motivation to help strengthen engineer satisfaction.

Originality/value

This is the first study to provide evidence for the mediating effect of POS in the relationship between employees’ shared perceptions of the HPWS implemented at their companies and their job satisfaction, and the moderating role of employee intrinsic motivation in the relationship between POS resulting from HPWS and job satisfaction.

Details

Journal of Managerial Psychology, vol. 31 no. 2
Type: Research Article
ISSN: 0268-3946

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