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The purpose of this study is to investigate the impact of high-performance (HP) human resource (HR) practices on employee job engagement and organizational citizenship behavior (OCB) and the moderating effects of transformational leadership.

A sample of 268 employees from the US and a sample of 288 employees from South Korea (SK) were used for examining the hypotheses.

The results illustrated that high-performance HR practices (HPHRP) significantly predicted employee job engagement and OCB in SK. Transformational leadership was found to moderate the associations of HPHRP with employee job engagement and OCB in SK, while in the US, transformational leadership only moderated the relationship between HPHRP and OCB.

Transformational leaders reinforce the quality of the employee–organization relationship and strengthen the impact of HPHRP on employees' positive work-related behaviors.

This study contributes to the understanding of employees' organizational behavior as exploring the relationships of HPHRP, transformational leadership, job engagement and OCB.

Based on career construction theory and job embeddedness theory, the aim of the present study is to give insights into the interplay between transformational leadership and perceived career success by examining the indirect effects through serial mediation of career adaptability and job embeddedness, respectively.

A quantitative approach was used for this study. Data were gathered from 469 nurses working in government hospitals in Saudi Arabia. Hypotheses were tested using structural equation modeling.

The results show that transformational leaders enhance perceived career success. Moreover, the relationship between transformational leadership and perceived career success is serially mediated by career adaptability and job embeddedness.

The role of leadership in promoting employee's perceived career success has been seldom studied in the literature. This is the first study of its kind to examine the effect of transformational leadership on nurses' perceived career success along with the mediating roles of career adaptability and job embeddedness.

Knowledge is the main product of professional service firms; therefore, knowledge is the key to success. Due to the nature of this organizational type, management in professional service firms has faced many challenges in encouraging employees to share knowledge. The diffusion of technologies has facilitated technology-mediated knowledge sharing (TMKS), which helps the transfer of knowledge become easier without time and space limits. This study aims to unfold the impact of transformational leadership as an antecedent of TMKS under the interplay with perceived ease of use and perceived usefulness in using technology.

An online survey was distributed to employees in professional service firms through the snowball sampling method. Three hundred forty employees, who had experience with technology-mediated knowledge sharing, participated in the survey.

The findings showed that transformational leadership had a significant impact on TMKS, which was moderated by perceived usefulness and gender. TMKS influenced organizational innovation, and the mediating effect of TMKS was identified.

This study provides solutions for management in professional service firms to motivate their employees to share knowledge via technology, which drives organizational innovation. More caution about gender differences and the low levels of perceived usefulness from employees need to be considered when adopting transformational leadership.

This study seeks to examine the manifestation and effects of transformational, contingent reward, and active management‐by‐exception leadership across ranks in the Canadian military. It also aims to investigate whether or not the relationships between perceived leadership behaviors and effective leadership outcomes are moderated by hierarchical level and followers' expectations.

A total of 704 military officers and enlisted members rated their leaders' behaviors and the behaviors they expect of their leaders.

Frequency of transformational leadership behaviors increased with rank, but frequencies of perceived and expected contingent reward and active management‐by‐exception leadership behaviors did not. Transformational and contingent reward leadership effects were not moderated by rank or by followers' expectations. The effects of perceived active management‐by‐exception leadership were moderated by followers' expectations.

When followers do not expect active management‐by‐exception from their supervisors, based on their own implicit beliefs about the types of behaviors their leaders should be exhibiting, but they are subjected to it, their job satisfaction and their attitudes toward their supervisors may be negatively affected.

Transformational leadership is prevalent, expected, and effective at all hierarchical levels. Because of their positive impact on followers' job satisfaction and their attitudes toward their supervisors, the Canadian military should continue to encourage transformational leadership and contingent reward leadership behaviors at all hierarchical levels.

The study highlights the potential importance of congruence between the expectations followers have of their leaders and followers' perceptions of their leaders' actual behaviors.

The purpose of this paper is to examine the effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support.

The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling.

The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant.

This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

The purpose of this paper is to investigate the relationship between dimensions of the perceived transformational leadership style and the employees’ workaholism.

The quantitative approach with a cross-sectional research design was adopted in the present study. The study involved 250 employees working in different Lithuanian organisations. The perceived transformational leadership style was assessed with the help of the Transformational Leadership Inventory (Podsakoff et al., 1990). The ten-item Dutch Work Addiction Scale developed by Schaufeli et al. (2009) was used for measuring workaholism.

The results revealed a significant positive correlation between the perceived high expectations of the manager, employees’ excessive work and general workaholism. The perceived individualised support was negatively related to the employees’ excessive, compulsive work and general workaholism. It was also found that high performance expectations could predict the employees’ greater excessive work and general workaholism. Moreover, a higher level of individualised support appears to be the most important factor decreasing the employees’ excessive work and proneness to general workaholism. It was further found that the probability of higher levels of workaholism was stronger among the middle managers than among the non-executive employees.

This study contributes to limited empirical research into the negative effect of the transformational leadership style in determining the employees’ health-damaging work behaviour.

The purpose of this paper is to identify the model that explains transformational leadership in perceptions of subordinates from Lithuanian organizations and to find out the interactive predictive value of perceivers’ personality traits and social identification.

The self-administered questionnaires that consisted of global transformational leadership scale, social identification questionnaire and NEO-FFI from 505 employees provided data for this study. Cross-sectional methodology, group comparison, correlational and linear regression analyses, structural equation modeling were used to answer the main research questions.

Results of this study suggest that integrative model in which social identification and neuroticism are predictors of perceived transformational leadership and extraversion and agreeableness have links with social identification explains how subordinates perceive transformational leadership. More extraverted and agreeable subordinates tend to report higher levels of social identification with work-unit that together with less emotional stability are related to seeing leader as more transformational.

Self-report data may bias the results due to social desirability. Future research should include group’s and individual’s prototypes as important variables in the model that explains perceived transformational leadership.

Data of the study revealed that social characteristics of subordinates are important factors in a process of meaning making about a leader. Moreover, human resource managers should be aware that different team building interventions are recommended to employees with different personality profiles.

This study is based on a leading transformational leadership theory from under-estimated follower-centric perspective. In addition, it specifically examines interactive predictive value of individual and social subordinates’ characteristics to perceived transformational leadership.

Online higher education has rapidly expanded in the United States and displays a great opportunity for growth. Coupled with the growth of e-learning is the need for adjunct faculty to satisfy the need for additional online classes. Despite the importance of online adjunct faculty, little research has been performed to determine their work experiences. This quantitative, correlational study investigated the predictive relationship between the perceived use of transformational, transactional, and laissez-faire leadership behaviors on the extra effort of adjunct faculty who facilitate online classes at a for-profit university in the United States. In a further investigation, the researcher investigated the variable of job satisfaction to determine if it mediated the relationship between leadership style and extra effort. The researcher used the Multifactor Leadership Questionnaire and Spector’s Job Satisfaction survey to collect data used in inferential analysis. The researcher performed a stepwise multiple regression and a Baron and Kenny mediation analysis to answer the research questions. The results showed perceived transformational leadership behaviors displayed a statistically significant positive predictive relationship with extra effort, and job satisfaction was a partial mediator between the relationship of transformational leadership and extra effort. The results suggest transformational leadership is beneficial to the extra effort put forth by the sample of adjunct faculty who teach online classes.

The purpose of this paper is to delve into perceived underqualification, which refers to employees’ awareness that they have deficient abilities relative to their job demands (abilities<demands). In examining person–job (P–J) misfit, previous research has primarily focused on one type of misfit, overqualification (abilities>demands), leaving the other type, underqualification, unexplored. To address the neglect, this study investigates how perceived underqualification relates to job attitudes (job satisfaction, organizational commitment, and turnover intention) and how transformational leadership moderates the relationships.

Survey data were collected from employees working at diverse organizations in South Korea over two waves; at Time 1, perceived underqualification and transformational leadership were measured and at Time 2, job attitude variables were measured. Responses from 188 employees were used for hypothesis testing.

Perceived underqualification is negatively related to job satisfaction and organizational commitment and positively related to turnover intention when transformational leadership is low. However, under high transformational leadership, such negative attitudinal implications of perceived underqualification are weakened.

By examining underqualification for the first time, this study corrects the current incomplete and biased understanding of P–J misfit, which is exclusively overqualification-focused. In addition, this study provides new insight into individual responses to P–J misfit by revealing that the responses are not always negative. This study specifies transformational leadership as the contingency factor that enables such responses, thus further advancing the P–J misfit literature that has hardly examined the leadership effect.

The purpose of the study was to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization.

A quantitative non-experimental design was used to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization. In all, three leadership styles were examined: transactional, transformational, and laissez-faire. Telecommuters responded to a single online survey combining two validated survey instruments, the MLQ 5X Rater Form and the Staying or Leaving Index. Respondents were instructed to consider their current manager when responding to the survey.

Linear regression results indicated a significant relationship between perceived transformational and telecommuter intent to leave an organization (F(1, 111)=34.36, p<0.001) suggesting the more a leader demonstrates a transformational leadership style, the more a telecommuter wants to leave the organization. Results indicated a significant negative relationship between perceived laissez-faire leadership style and intent to leave an organization (F(1, 111)=20.01, p<0.001) suggesting the more a leader demonstrates a laissez-faire leadership style, the less a telecommuter wants to leave the organization. No relationship existed between perceived transactional leadership style and telecommuter intent to leave an organization.

The data collected represents perception of leadership behavior vs actual leadership style. Further research should gather both perceived and actual leadership behavior. Research encompassing perceived and actual behaviors would allow for an assessment of the degree of convergence and assist in judging the accuracy of perceptual data.

A relationship was found to exist between perceived transformational leadership style and telecommuter intent to leave an organization. A significant negative relationship was found to exist between perceived laissez-faire leadership style and telecommuter intent to leave an organization. No relationship was found to exist between perceived transactional leadership style and telecommuter intent to leave an organization. The findings were unexpected for all three leadership styles.

Extending the study to gather actual leadership behavior instead of perceived behavior, expanding the populations to include greater diversity, and conducting the study as a longitudinal study to capture leadership over time are recommended for future research. Organizational leaders may wish to use the results of the study to aid their understanding of which leadership styles affect telecommuter intent to leave an organization.