Transformational leadership and performance outcomes: Analyses of multiple mediation pathways
verifiedrich profile · The Leadership Quarterly · 2017
Ng, Thomas W.H.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
transformational leadership → organizational citizenship behavior ocb
transformational leadership → trust in leader
transformational leadership → affective organizational commitment
transformational leadership → leader member exchange lmx
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
transformational leadership correlates organizational citizenship behavior ocb
transformational leadership predicts affective organizational commitment
transformational leadership predicts organizational citizenship behavior ocb
transformational leadership predicts trust in leader
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “Prior studies on transformational leadership have linked it with employee well-being [15], project success [16], job satisfaction [17], patient safety [17], job crafting [18,19], employee creativity [20], knowledge sharing [21], performance outcomes [22], managerial performance [23], work engagement [24], proactive work behavior [24], organizational performance [25], and organizational citizenship behavior [26].”
supports “Finally, perceived organizational support (Kurtessis et al., 2017), organizational justice (Colquitt et al., 2021), and transformational leadership (Ng, 2021) are among the main antecedents of affective organizational commitment.”
supports “Affiliative humor should be consistent and aligned with transformational leadership, because transformational leaders develop affective bonds with followers (see Ng, 2017, for a meta-analysis).”
supports “Ng [51] identified previous studies that have explored the intermediate mechanisms of transformational leadership on individual performance and confirmed the central role of leader–member exchange in relationships among transformational leadership, other various mediating variables (including job self-efficacy and organizational identification), and performance outcomes.”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.3390/ejihpe10010021
- 10.33844/ijol.2025.60466
- 10.1080/14719037.2020.1795231
- 10.3389/fpsyg.2024.1434482
- 10.1016/j.techfore.2019.119762
- 10.1590/s0034-759020190502
- 10.3390/ijerph17124534
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.