Abstract:
This research examined the links between transformational leadership and four follower (i.e. direct report) outcomes in a moderated mediation model where leader-follower distance moderated the relationship between transformational leadership and follower engagement. The four outcomes were in-role performance (IRP), organisational citizenship behaviour towards both the individual (OCBI) and the organisation (OCBO) and negative job carry-over (NJC). A cross-sectional research design was employed where 121 followers of 35 leaders from various occupations employed in two national manufacturing organisations based in New Zealand responded to a survey. The survey was designed to measure transformational leadership, follower engagement, four follower outcome variables (IRP, OCBI, OCBO and NJC) and three leader-follower distance variables (physical distance, social distance and frequency of interaction). Regarding direct relationships, transformational leadership was positively related to follower engagement and follower engagement was positively related to IRP, OCBI and OCBO. The findings confirmed follower engagement mediated the relationship between transformational leadership and IRP, OCBI and OCBO. All three leader-follower distance variables did not moderate the transformational leadership to follower engagement relationship. Taken together, these findings suggest that leaders who have a transformational leadership style enhance the job performance of followers by engaging them. The influence of transformational leaders on the engagement of followers may not be affected by the distance between them. These findings have implications for organisations that are mindful of ways to encourage work engagement and job performance and these are considered along with the limitations and avenues for future research.
