RT Article
T1 Pseudo-transformational Leadership is in the Eyes of the Subordinates
JF Journal of business ethics
VO 141
IS 1
SP 179
OP 190
A1 Lin, Chiou-Shiu
A1 Huang, Pei-Chi
A1 Chen, Shyh-Jer
A1 Huang, Liang-Chih
LA English
PB Springer Science + Business Media B. V
YR 2017
UL https://www.ixtheo.de/Record/1785660306
AB Based on attribution theory, this research defines pseudo-transformational leadership to be driven by the interaction between transformational leadership and the subordinates’ perception of their supervisor’s manipulative intention. We investigate the effects of pseudo-transformational leadership on contextual performance through organizational identification. The results of hierarchical linear modeling using a sample of 214 subordinates reporting to 66 supervisors show that when subordinates perceive that their supervisor has a high level of manipulative intention, the impact of group-level transformational leadership on the subordinates will be reduced. More specifically, when subordinates perceive the manipulative intention of transformational leadership, they are less likely to identify with the organization, which ultimately limits their willingness to demonstrate contextual performance activities. The implications of these findings for theory as well as managerial practice are discussed.
K1 Perception of supervisor’s manipulative intention
K1 Contextual performance
K1 Organizational identification
K1 Pseudo-transformational leadership
K1 Attribution Theory
DO 10.1007/s10551-015-2739-5