Employee Performance and Mental Well-Being: The Mitigating Effects of Transformational Leadership During Crisis

Published Online:https://doi.org/10.1287/mnsc.2023.03285

References

  • Adams-Prassl A, Boneva T, Golin M, Rauh C (2022) The impact of the coronavirus lockdown on mental health: Evidence from the United States. Econom. Policy 37:139–155.CrossrefGoogle Scholar
  • Akerlof GA, Kranton RE (2000) Economics and identity. Quart. J. Econom. 115:715–753.CrossrefGoogle Scholar
  • Akerlof GA, Kranton RE (2005) Identity and the economics of organizations. J. Econom. Perspect. 19:9–32.CrossrefGoogle Scholar
  • Alan S, Corekcioglu G, Sutter M (2023) Improving workplace climate in large corporations: A clustered randomized intervention. Quart. J. Econom. 138:151–203.CrossrefGoogle Scholar
  • Amin Z, Akbar KP (2013) Analysis of psychological well-being and turnover intentions of hotel employees: An empirical study. Internat. J. Innovation Appl. Stud. 3:662–671.Google Scholar
  • Antonakis J, D’Adda G, Weber RA, Zehnder C (2022) “Just Words? Just Speeches?” on the economic value of charismatic leadership. Management Sci. 68:6355–6381.LinkGoogle Scholar
  • Baek M, Bidwell M, Keller JR (2022) My manager moved! Manager mobility and subordinates’ career outcomes. Organ. Sci. 33:1861–1888.LinkGoogle Scholar
  • Bakker AB, Hetland J, Olsen OK, Espevik R (2023) Daily transformational leadership: A source of inspiration for follower performance? Eur. Management J. 41:700–708.CrossrefGoogle Scholar
  • Bandiera O, Prat A, Hansen S, Sadun R (2020) CEO behavior and firm performance. J. Political Econom. 128:1325–1369.CrossrefGoogle Scholar
  • Banks J, Xu X (2020) The mental health effects of the first two months of lockdown during the COVID-19 pandemic in the UK. Fiscal Stud. 41:685–708.CrossrefGoogle Scholar
  • Barling J, Slater F, Kelloway EK (2000) Transformational leadership and emotional intelligence: An exploratory study. Leadership Organ. Development J. 21:157–161.CrossrefGoogle Scholar
  • Bass BM, Avolio BJ, Jung DI, Berson Y (2003) Predicting unit performance by assessing transformational and transactional leadership. J. Appl. Psych. 88:207–218.CrossrefGoogle Scholar
  • Bhowal S, Subramanian K, Tantri P (2021) Costs of job rotation: Evidence from mandatory loan officer rotation. Management Sci. 67:2075–2095.LinkGoogle Scholar
  • Birkeland MS, Nielsen MB, Hansen MB, Knardahl S, Heir T (2017) The impact of a workplace terrorist attack on employees’ perceptions of leadership: A longitudinal study from pre- to postdisaster. Leadership Quart. 28:659–671.CrossrefGoogle Scholar
  • Bono J, Judge TA (2004) Personality and transformational and transactional leadership: A meta-analysis. J. Appl. Psych. 89:901–910.CrossrefGoogle Scholar
  • Braun S, Peus C, Weisweiler S, Frey D (2013) Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. Leadership Quart. 24:270–283.CrossrefGoogle Scholar
  • Burns JM (1978) Leadership (Harper & Row, New York).Google Scholar
  • Carless SA, Wearing AJ, Mann L (2000) A short measure of transformational leadership. J. Bus. Psych. 14:389–405.CrossrefGoogle Scholar
  • Castro S, Englmaier F, Guadalupe M (2022) Fostering psychological safety in teams: Evidence from an RCT. Preprint, submitted June 20, http://dx.doi.org/10.2139/ssrn.4141538.Google Scholar
  • Collins MD, Dasborough MT, Gregg HR, Xu C, Midel Deen C, He Y, Restubog SLD (2023) Traversing the storm: An interdisciplinary review of crisis leadership. Leadership Quart. 34:101661.CrossrefGoogle Scholar
  • Czura K, Englmaier F, Ho H, Spantig L (2022) Microfinance loan officers before and during COVID-19: Evidence from India. World Development 152:105812.CrossrefGoogle Scholar
  • den Nieuwenboer NA, Cunha JVD, Treviño LK (2017) Middle managers and corruptive routine translation: The social production of deceptive performance. Organ. Sci. 28:781–803.LinkGoogle Scholar
  • Dóci E, Hofmans J (2015) Task complexity and transformational leadership: The mediating role of leaders’ state core self-evaluations. Leadership Quart. 26:436–447.CrossrefGoogle Scholar
  • Farahnak LR, Ehrhart MG, Torres EM, Aarons GA (2020) The influence of transformational leadership and leader attitudes on subordinate attitudes and implementation success. J. Leadership Organ. Stud. 27:98–111.CrossrefGoogle Scholar
  • Fisman R, Paravisini D, Vig V (2017) Cultural proximity and loan outcomes. Amer. Econom. Rev. 107:457–492.CrossrefGoogle Scholar
  • Gallus J, Reiff J, Kamenica E, Fiske AP (2022) Relational incentives theory. Psych. Rev. 129:586–602.CrossrefGoogle Scholar
  • Garretsen H, Stoker JI, Soudis D, Wendt H (2022) The pandemic that shocked managers across the world: The impact of the COVID-19 crisis on leadership behavior. Leadership Quart. 35(5):101630.Google Scholar
  • Giné X, Mansuri G, Shrestha SA (2022) Mission and the bottom line: Performance incentives in a multigoal organization. Rev. Econom. Statist. 104:748–763.CrossrefGoogle Scholar
  • Haeckl S, Rege M (2024) Effects of supportive leadership behaviors on employee satisfaction, engagement, and performance: An experimental field investigation. Management Sci. 71(1):1–953.LinkGoogle Scholar
  • Hertzberg A, Liberti JM, Paravisini D (2010) Information and incentives inside the firm: Evidence from loan officer rotation. J. Finance 65:795–828.CrossrefGoogle Scholar
  • Hill NS, Seo M-G, Kang JH, Taylor MS (2011) Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers’ transformational leadership. Organ. Sci. 23:758–777.LinkGoogle Scholar
  • Hodge DR, Gillespie DF (2005) Phrase completion scales. Encyclopedia Soc. Measurement Three-Volume Set 3:53–62.CrossrefGoogle Scholar
  • Jacobsen CB, Andersen LB, Bøllingtoft A, Eriksen TLM (2022) Can leadership training improve organizational effectiveness? Evidence from a randomized field experiment on transformational and transactional leadership. Public Administration Rev. 82:117–131.CrossrefGoogle Scholar
  • Jiang L, Bohle SL, Roche M (2019) Contingent reward transactional leaders as “good parents”: Examining the mediation role of attachment insecurity and the moderation role of meaningful work. J. Bus. Psych. 34:519–537.CrossrefGoogle Scholar
  • Judge TA, Bono JE (2000) Five-factor model of personality and transformational leadership. J. Appl. Psych. 85:751–765.CrossrefGoogle Scholar
  • Kloutsiniotis PV, Mihail DM, Mylonas N, Pateli A (2022) Transformational leadership, HRM practices and burnout during the COVID-19 pandemic: The role of personal stress, anxiety, and workplace loneliness. Internat. J. Hospitality Management 102:103177.CrossrefGoogle Scholar
  • Kreitchmann RS, Abad FJ, Ponsoda V, Nieto MD, Morillo D (2019) Controlling for response biases in self-report scales: Forced-choice vs. psychometric modeling of Likert items. Frontiers Psych. 10:474933.Google Scholar
  • Ma M-H, Yang Q-S (2020) How does transformational leadership work on COVID-19? An empirical evidence from China. J. Innovative Stud. 1:1–20.Google Scholar
  • Malik K, Meki M, Morduch J, Ogden T, Quinn S, Said F (2020) COVID-19 and the future of microfinance: Evidence and insights from Pakistan. Oxford Rev. Econom. Policy 36:S138–S168.CrossrefGoogle Scholar
  • Montano D, Reeske A, Franke F, Hüffmeier J (2017) Leadership, followers’ mental health and job performance in organizations: A comprehensive meta‐analysis from an occupational health perspective. J. Organ. Behav. 38:327–350.CrossrefGoogle Scholar
  • Ng TW (2017) Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. Leadership Quart. 28:385–417.CrossrefGoogle Scholar
  • Obrenovic B, Jianguo D, Khudaykulov A, Khan MAS (2020) Work-family conflict impact on psychological safety and psychological well-being: A job performance model. Frontiers Psych. 11:475.CrossrefGoogle Scholar
  • Peterson SJ, Walumbwa FO, Byron K, Myrowitz J (2009) CEO positive psychological traits, transformational leadership, and firm performance in high-technology start-up and established firms. J. Management 35:348–368.Google Scholar
  • Putra ASB, Kusumawati ED, Kartikasari D (2024) Psychological empowerment and psychological well-being as job performance mediators. J. Bus. Management Econom. Development 2:127–141.CrossrefGoogle Scholar
  • Reiff JS, Zhang JC, Gallus J, Croymans DM (2022) When peer comparison information harms physician well-being. Proc. Natl. Acad. Sci. USA 119:e2121730119.CrossrefGoogle Scholar
  • Resick CJ, Whitman DS, Weingarden SM, Hiller NJ (2009) The bright-side and the dark-side of CEO personality: Examining core self-evaluations, narcissism, transformational leadership, and strategic influence. J. Appl. Psych. 94:1365–1381.CrossrefGoogle Scholar
  • Schermuly CC, Creon L, Gerlach P, Graβmann C, Koch J (2022) Leadership styles and psychological empowerment: A meta-analysis. J. Leadership Organ. Stud. 29:73–95.CrossrefGoogle Scholar
  • Shamir B, House RJ, Arthur MB (1993) The motivational effects of charismatic leadership: A self-concept based theory. Organ. Sci. 4:577–594.LinkGoogle Scholar
  • Siangchokyoo N, Klinger RL, Campion ED (2020) Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. Leadership Quart. 31:101341.CrossrefGoogle Scholar
  • Sillince J, Jarzabkowski P, Shaw D (2012) Shaping strategic action through the rhetorical construction and exploitation of ambiguity. Organ. Sci. 23:630–650.LinkGoogle Scholar
  • Sommer SA, Howell JM, Hadley CN (2016) Keeping positive and building strength: The role of affect and team leadership in developing resilience during an organizational crisis. Group Organ. Management 41:172–202.CrossrefGoogle Scholar
  • Sosik JJ, Godshalk VM (2000) Leadership styles, mentoring functions received, and job-related stress: A conceptual model and preliminary study. J. Organ. Behav. 21:365–390.CrossrefGoogle Scholar
  • Stock G, Banks GC, Voss EN, Tonidandel S, Woznyj H (2022) Putting leader (follower) behavior back into transformational leadership: A theoretical and empirical course correction. Leadership Quart. 34(6):101632.Google Scholar
  • Stoker JI, Garretsen H, Soudis D (2019) Tightening the leash after a threat: A multi-level event study on leadership behavior following the financial crisis. Leadership Quart. 30:199–214.CrossrefGoogle Scholar
  • van Knippenberg D, Sitkin SB (2013) A critical assessment of charismatic—Transformational leadership research: Back to the drawing board? Acad. Management Ann. 7:1–60.CrossrefGoogle Scholar
  • Wright TA (2010) Much more than meets the eye: The role of psychological well-being in job performance, employee retention and cardiovascular health. Organ. Dynam. 39:13–23.CrossrefGoogle Scholar
  • Wu YL, Shao B, Newman A, Schwarz G (2021) Crisis leadership: A review and future research agenda. Leadership Quart. 32:101518.CrossrefGoogle Scholar
  • Zehnder C, Herz H, Bonardi JP (2017) A productive clash of cultures: Injecting economics into leadership research. Leadership Quart. 28:65–85.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.