This study investigates the processes through which transformational leaders influence
employee psychological health. The results indicate that employees' perceptions of justice
of the organization and psychological empowerment mediate the positive relationship
between transformational leadership and psychological health. This study supports the
notion that transformational leadership influences individuals' perceptions of
organizations, as well as individuals' perceptions of themselves, which ultimately has
implications for individual well-being.
ArnoldK. A.TurnerN.BarlingJ.KellowayE. K.McKeeM. C.
(2007). Transformational leadership and psychological
well-being: The mediating role of meaningful work. Journal of
Occupational Health Psychology, 12(3),
193–203.
2.
AvolioB. J.SosikJ. J.JungD. I.BersonY.
(2003). Leadership models, methods, and
applications. In BormanD.IlgenR.KlimoskiR. J.
(Eds.), Handbook of psychology: Industrial and organizational psychology
(Vol. 12, pp. 277–307).
Hoboken, NJ: John
Wiley.
3.
AvolioB. J.ZhuW.KohW.BhatiaP.
(2004). Transformational leadership and organizational
commitment: Mediating role of psychological empowerment and moderating role of
structural distance. Journal of Organizational
Behavior, 25(8),
951–968.
4.
AvolioB. J.BassB. M.
(2004). Multifactor leadership questionnaire
(Third Edition) Manual and sample set. Mind Garden
Inc.
5.
BarlingJ.LoughlinC.KellowayE. K.
(2002). Development and test of a model linking
transformational leadership and occupational injuries. Journal
of Applied Psychology, 87,
488–496.
6.
BassB.
(1985). Leadership and performance beyond expectations.
New York: Free
Press.
7.
BassB.RiggioR.
(2006). Transformational leadership (2nd
ed.). Mahwah; New Jersey:
Lawrence Erlbaum Associated.
8.
CarlessS.
(2004). Does psychological empowerment mediate the
relationship between psychological climate and job satisfaction.
Journal of Business Psychology, 18(4),
405–425.
9.
ChoJ.DansereauF.
(2010). Are transformational leaders fair? A multi-level
study of transformational leadership, justice perceptions, and organizational
citizenship behaviors. The Leadership Quarterly,
21(3),
409–421.
10.
ClarkeH.ArnoldK. A.ConnellyC. E.
(forthcoming). How transformational leadership improves follower
well-being: A conservation of resources approach. In JosephS.
(Ed.), Positive psychology in practice (2nd ed.).
Hoboken, NJ:
Wiley.
11.
ColquittJ.
A. (2001). On the
dimensionality of organizational justice: A construct validation of a
measure. Journal of Applied Psychology,
86(3),
386–400.
12.
DetertJ. R.BurrisE. R.
(2007). Leader behavior and employee voice: Is the door
really open?Academy of Management Journal, 50(4),
869–884.
13.
ElovainioM.KivimakiM.PuttonenS.LindholmH.PohjonenT.SinervoT.
(2006). Organisational injustice and impaired cardiovascular
regulation among female employees. Occup Environ Med,
63(2),
141–144.
14.
FolgerR.KonovskyM.
(1989). Effects of procedural and distributive justice on
reactions to pay raise decisions. Academy of Management
Journal, 32(1),
115–130.
15.
FreseM.ZapfD.
(1988). Methodological issues in the study of work stress:
Objective vs subjective measurement of work stress and the question of longitudinal
studies. In CooperC. L.PayneR.
(Eds.), Causes, coping, and consequences of stress at work (pp.
375–411). New York:
John Wiley and Sons.
16.
GoldbergD. P.HillierV. F.
(1979). A scaled version of the general health
questionnaire. Psychological Medicine,
9, 139–145.
17.
GreenbergJ.
(1987). A taxonomy of organizational justice
theories. Academy of Management Review,
12(1),
9–22.
18.
HardyG.ShapiroD.HaynesC.RickJ.
(1999). Validation of the general heatlh questionnaire-12:
Using a sample of employees from England's health care services.
Psychological Assessment, 11,
159–165.
19.
HobfollS.
E. (1989). Conservation
of resources: A new attempt at conceptualizing stress. American
Psychologist, 44(3),
513–524.
20.
HobfollS.
E. (2001). The influence
of culture, community, and the nested-self in the stress process: Advancing conservation
of resources theory. Applied Psychology: An International
Review, 50,
337–370.
21.
HobfollS.
E. (2011). Conservation
of resource caravans and engaged settings. Journal of
Occupational and Organizational Psychology, 84,
116–122.
22.
HobfollS. E.FreedyJ.LaneC.GellerP.
(1990). Conservation of social resources: Social support
resource theory. Journal of Social and Personal
Relationships, 7(4),
465–478.
23.
InnessM.TurnerN.BarlingJ.StrideC.B.
(2010). Transformational leadership and employee safety
performance: A within-person, between-jobs design. Journal of
Occupational Health Psychology, 15(3),
279–290.
24.
JudgeT. A.PiccoloR. F.
(2004). Transformational and transactional leadership: A
meta-analytic test of their relative validity. Journal of
Applied Psychology, 89(5),
755–768.
25.
KellowayE. K.BarlingJ.
(2010). Leadership development as an intervention in
occupational health psychology. Work & Stress,
24(3),
260–279.
26.
KorsgaardM. A.SchweigerD. M.SapienzaH. J.
(1995). Building commitment, attachment, and trust in
strategic decision-making teams: The role of procedural justice.
Academy of Management Journal, 38,
60–84.
27.
MattesonM.IvancevichJ.
(1987). Controlling work stress: Effective human resource and
management strategies. San Francisco, CA:
Jossey-Bass.
28.
McColl-KennedyJ.AndersonR.
(2002). Impact of leadership style and emotions on
subordinate performance. The Leadership Quarterly,
13, 545–559.
29.
MoormanR.
H. (1991). Relationship
between organizational justice and organizational citizenship
behaviours. Journal of Applied Psychology,
76, 845–855.
30.
NielsenK.RandallR.YarkerJ.BrennerS.O.
(2008). The effects of transformational leadership on
followers' perceived work characteristics and psychological well-being: A longitudinal
study. Work & Stress,
22(1),
16–32.
31.
NielsenK.YarkerJ.RandallR.MunirF.
(2009). The mediating effects of team and self-efficacy on
the relationship between transformational leadership, and job satisfaction and
psychological well-being in healthcare professionals: A cross-sectional questionnaire
survey. International Journal of Nursing Studies,
46(9),
1236–1244.
32.
PillaiR.SchriesheimC. A.WilliamsE. S.
(1999). Fairness perceptions and trust as mediators for
transformational and transactional leadership: A two-sample study.
Journal of Management, 25(6),
897–933.
33.
PodsakoffP.MackenzieS.LeeJ.-Y.PodsakoffN.
(2003). Common method biases in behavioral research: A
critical review of the literature and recommended remedies.
Journal of Applied Psychology, 88(5),
879–903.
34.
PreacherK. J.HayesA. F.
(2004). SPSS and SAS procedures for estimating indirect
effects in simple mediation models. Behavior Research
Methods, 36(717–731).
35.
PreacherK. J.HayesA. F.
(2008). Asymptotic and resampling strategies for assessing
and comparing indirect effects in multiple mediator models.
Behavior Research Methods, 40,
879–891.
36.
ShevlinM.AdamsonG.
(2005). Alternative factor models and factorial invariance
of the GHQ-12: A large sample analysis using confirmatory factor
analysis. Psychological Assessment,
17, 231–236.
37.
SivanathanN.ArnoldK. A.TurnerN.BarlingJ.
(2004). Leading well: Transformational leadership and
well-being. In LinleyP. A.JosephS.
(Eds.), Positive psychology in practice (pp.
241–255). Hoboken, NJ:
John Wiley & Sons Inc.
38.
SpreitzerG.
(1995). Psychological empowerment in the workplace:
Dimensions, measurement, and validation. Academy of Management
Journal, 38(5),
1442–1465.
39.
SulskyL.SmithC. S.
(2005). Work stress. Belmont,
CA: Thomson/Wadsworth.
40.
Van KnippenbergD.De CremerD.
(2008). Leadership and fairness: Taking stock and looking
ahead. European Journal of Work and Organizational
Psychology, 17(2),
173–179.
41.
Van KnippenbergD.SitkinS. B.
(2013). A critical assessment of charismatic –
transformational leadership research: Back to the drawing board?The Academy of Management Annals, 7(1),
1–60.
42.
WatD.ShafferM. A.
(2005). Equity and relationship quality influences on
organizational citizenship behaviors: The mediating role of trust in the supervisor and
empowerment. Personnel Review,
34(4),
406–422.
