1 Does Transformational Leadership Influence Employee Behavioral Outcomes (i.e., Task Performance) with Mediating Effects of Psychological Empowerment, Intrinsic Motivation and Job Satisfaction? ABSTRACT Drawing upon theories of transformational leadership and psychological empowerment, this research tested several hypotheses associating transformational leadership with task performance via intervening variable, i.e., psychological empowerment, intrinsic motivation and job satisfaction. Using survey data from administrative and professional employees in China, we found that, as anticipated, transformational leadership positively influenced task performance. Furthermore, analyses discovered that the relationship between transformational leadership and employee’s task performance strongly mediated through psychological empowerment, intrinsic motivation and job satisfaction. Keywords: transformational leadership, task performance, psychological empowerment, intrinsic motivation, job satisfaction.
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Does Transformational Leadership Influence Employee Behavioral Outcomes (i.e., Task
Performance) with Mediating Effects of Psychological Empowerment,
Intrinsic Motivation and Job Satisfaction?
ABSTRACT
Drawing upon theories of transformational leadership and psychological empowerment,
this research tested several hypotheses associating transformational leadership with task
performance via intervening variable, i.e., psychological empowerment, intrinsic motivation and
job satisfaction. Using survey data from administrative and professional employees in China, we
found that, as anticipated, transformational leadership positively influenced task performance.
Furthermore, analyses discovered that the relationship between transformational leadership and
employee’s task performance strongly mediated through psychological empowerment, intrinsic
The outcomes of this study suggest that transformational leaders foster employee’s task
performance by creating autonomous work environment in their work settings through
psychological empowerment. All in all, transformational leaders must focus on psychological
empowered climate in work setting to get higher performance of their employees. Our research
focuses on three mediating processes which links transformational leadership and subordinates’
task performance. In future, researchers might focus with important underlying mediating
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processes to investigate the relationship of transformational leadership and employees’ work
behaviors. In this study, we took psychological empowerment as a mediating factor to examine
the relationship of leadership and employees’ task performance, so future research might examine
this relationship with important underlying moderators. Moreover, our study sample is limited to
china only, so researchers might examine this relationship with cross-culture data.
Conclusion
The study incorporates the mechanism through which we demonstrate the different
perspectives of transformational leadership and employee’s task performance. Drawing upon the
transformational leadership theory and psychological empowerment theory, we introduce several
intervening variables i.e., psychological empowerment, intrinsic motivation and job satisfaction to
test the relationship of transformational leadership and task performance. The results of this study
highlight the direct and indirect (using three mediating variables) relationship between leadership
and performance.
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TABLES
Table 1 Sample demographics
Gender % Age % Qualification % Job type % Income %
Male 69 <18 years 3.6 Intermediate 6.8 Govt. Job 43.6 <10K 48.1