The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta-analytic Model

The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta-analytic Model

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Article ID: iaor20171051
Volume: 28
Issue: 2
Start Page Number: 280
End Page Number: 298
Publication Date: Apr 2017
Journal: British Journal of Management
Authors: , , ,
Keywords: organization, personnel & manpower planning, behaviour, statistics: empirical
Abstract:

Employees’ identifications are a valuable asset for modern organizations, and identification research has stressed the necessity to distinguish identifications according to their focus (i.e. organizational, team, or leader identification). Interestingly, transformational leadership (TFL) has been proposed to unfold its effects by transforming followers’ identifications and could thus be a powerful way to actively manage identification. However, it remains unclear whether TFL affects identifications with different foci similarly or whether it predominantly influences a specific focus. To resolve this puzzle, the authors conducted a meta‐analysis (k = 73; N = 20,543) and found that TFL (and each TFL sub‐dimension) is more strongly associated with leader identification than with organizational identification or team identification. By presenting a comprehensive model of TFL's effects on identifications, we show that leader identification mediates the relationships between TFL and collective identifications (i.e. organizational identification or team identification), illustrating that relational identification plays a crucial role in subsequently shaping collective identifications. Implications for research and practice are discussed.

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