{"title":"参与型领导与追随者的结果：变革型领导的增量有效性","authors":"Wasim Get, Bogdan Oprea, Amalia Miulescu","doi":"10.1108/bjm-09-2023-0358","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>The present study examines the incremental validity of engaging leadership in predicting five fundamental organizational outcomes (followers’ organizational commitment, work engagement, task performance, organizational citizenship behaviour and counterproductive work behaviour) over transformational leadership.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>The study is cross-sectional in nature and a survey questionnaire was used for data collection. Data were collected from 402 workers in different fields. Hierarchical multiple regression was used in order to determine the incremental validity of engaging leadership.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Our results indicated that engaging leadership contributes additional variance over and above transformational leadership in predicting the five organizational outcomes.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>The results of the study suggest that combining engaging leadership interventions with transformational leadership interventions may lead to better results.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>The present study supports the empirical distinction of engaging leadership from transformational leadership, addressing possible concerns regarding construct redundancy.</p><!--/ Abstract__block -->","PeriodicalId":46829,"journal":{"name":"Baltic Journal of Management","volume":null,"pages":null},"PeriodicalIF":2.4000,"publicationDate":"2024-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Engaging leadership and followers' outcomes: incremental validity over transformational leadership\",\"authors\":\"Wasim Get, Bogdan Oprea, Amalia Miulescu\",\"doi\":\"10.1108/bjm-09-2023-0358\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>The present study examines the incremental validity of engaging leadership in predicting five fundamental organizational outcomes (followers’ organizational commitment, work engagement, task performance, organizational citizenship behaviour and counterproductive work behaviour) over transformational leadership.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>The study is cross-sectional in nature and a survey questionnaire was used for data collection. Data were collected from 402 workers in different fields. Hierarchical multiple regression was used in order to determine the incremental validity of engaging leadership.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>Our results indicated that engaging leadership contributes additional variance over and above transformational leadership in predicting the five organizational outcomes.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p>The results of the study suggest that combining engaging leadership interventions with transformational leadership interventions may lead to better results.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>The present study supports the empirical distinction of engaging leadership from transformational leadership, addressing possible concerns regarding construct redundancy.</p><!--/ Abstract__block -->\",\"PeriodicalId\":46829,\"journal\":{\"name\":\"Baltic Journal of Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":2.4000,\"publicationDate\":\"2024-07-29\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Baltic Journal of Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/bjm-09-2023-0358\",\"RegionNum\":4,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Baltic Journal of Management","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/bjm-09-2023-0358","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
Engaging leadership and followers' outcomes: incremental validity over transformational leadership
Purpose
The present study examines the incremental validity of engaging leadership in predicting five fundamental organizational outcomes (followers’ organizational commitment, work engagement, task performance, organizational citizenship behaviour and counterproductive work behaviour) over transformational leadership.
Design/methodology/approach
The study is cross-sectional in nature and a survey questionnaire was used for data collection. Data were collected from 402 workers in different fields. Hierarchical multiple regression was used in order to determine the incremental validity of engaging leadership.
Findings
Our results indicated that engaging leadership contributes additional variance over and above transformational leadership in predicting the five organizational outcomes.
Practical implications
The results of the study suggest that combining engaging leadership interventions with transformational leadership interventions may lead to better results.
Originality/value
The present study supports the empirical distinction of engaging leadership from transformational leadership, addressing possible concerns regarding construct redundancy.
期刊介绍：
The Baltic region has experienced rapid political and economic change over recent years. The challenges to managers and management researchers operating within the area are often different to those experienced in other parts of the world. The Baltic Journal of Management contributes to an understanding of different management cultures and provides readers with a fresh look at emerging management practices and research in the countries of the Baltic region and beyond.
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