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Effects of transformational leadership on followers' feedback seeking, feedback preference, and reactions to feedback through cognitive and motivational processes

Chang, Chu-Hsiang
http://rave.ohiolink.edu/etdc/view?acc_num=akron1122910737

Abstract Details

2005, Doctor of Philosophy, University of Akron, Psychology-Industrial/Organizational.
Previous research has shown that transformational leadership has positive effects on employees’ attitudes and behaviors (e.g., job satisfaction and performance, DeGroot, Kiker, & Cross, 2000; Judge & Piccolo, 2004; Lowe, Kroeck, & Sivasubramaniam, 1996), as well as organizational performance (Elenkov, 2002; Zhu, Chew, & Spangler, 2005). However, multiple issues concerning the theorization and testing of transformational leadership effects have been raised (House & Aditya, 1997). The current study took a process-oriented perspective towards transformational leadership. It tested two follower processes, one cognitive (activation of different self-identity levels; Lord & Brown, 2004) and one motivational (activation of different motivational focus; Higgins, 1999), underlying the transformational leadership effects on followers’ task motivation. Additionally, it examined how followers, as active feedback seekers, responded to transformational leader influences by showing different feedback preference, feedback-seeking willingness, and reactions to feedback. A laboratory study was conducted in which 210 undergraduate students participated as followers receiving transformational leader role manipulations and working on an in-basket task that had individual- and group-based subtasks. Results showed that by emphasizing different values, goals, and means and consequences of goal achievement or failure, leader role manipulations successfully activated participants’ different self-identity levels (i.e., individual versus collective). Participants with an activated individual self-identity showed higher task motivation for individual-based tasks, and higher expected utility of and preference for individual performance feedback. On the other hand, participants with an activated collective self-identity had higher task motivation for group-based tasks, higher expected utility of and preference for group feedback, higher willingness to seek group performance feedback when they perceived their group performance was higher, and stronger motivational reactions to the group-level feedback manipulation. Despite these different effects, all the participants perceived the different leader role manipulations to be equally leader-like and transformational. These results supported a process-oriented approach not only for examining the transformational leadership effects, but also for better understanding the fine variations within the general transformational leadership style. Theoretical implications and empirical extensions of the current findings, and study limitations are discussed.
Rosalie Hall (Advisor)
209 p.
Psychology, Industrial
Leadership; Feedback; Self-identity; Motivational orientation

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Citations

  • Chang, C.-H. (2005). Effects of transformational leadership on followers' feedback seeking, feedback preference, and reactions to feedback through cognitive and motivational processes [Doctoral dissertation, University of Akron]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=akron1122910737

    APA Style (7th edition)

  • Chang, Chu-Hsiang. Effects of transformational leadership on followers' feedback seeking, feedback preference, and reactions to feedback through cognitive and motivational processes. 2005. University of Akron, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=akron1122910737.

    MLA Style (8th edition)

  • Chang, Chu-Hsiang. "Effects of transformational leadership on followers' feedback seeking, feedback preference, and reactions to feedback through cognitive and motivational processes." Doctoral dissertation, University of Akron, 2005. http://rave.ohiolink.edu/etdc/view?acc_num=akron1122910737

    Chicago Manual of Style (17th edition)

akron1122910737
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© 2005, all rights reserved.
This open access ETD is published by University of Akron and OhioLINK.