Leadership variables and business performance: mediating and interaction effects

Fenwick Feng Jing, Gayle C. Avery, Harald Bergsteiner

Research output: Contribution to journalArticleResearchpeer-review

Abstract

Despite evidence that emotion-based leadership enhances firm performance, little is known about the variables mediating those effects. Adopting a multistakeholder, multimeasure approach, we examined the effects of three mediators (communicating/sharing a vision, organizational climate, and leader–follower trust) on the leadership–performance relationship and their interactive effects on performance in small professional service firms. Using four employee-perceived leadership paradigms (classical, transactional, visionary, and organic), we measured staff and customer satisfaction and financial performance. Findings confirm that the effects of the mediating variables on all performance measures vary with the prevailing leadership paradigm, and interactions between all variables strengthen their effects on performance.

LanguageEnglish
Pages80-97
Number of pages18
JournalJournal of Leadership and Organizational Studies
Volume27
Issue number1
Early online date24 Jan 2019
DOIs
Publication statusE-pub ahead of print - 24 Jan 2019

Fingerprint

leadership
interaction
performance
paradigm
firm
follower
Business performance
Interaction effects
Mediating effect
emotion
customer
employee
climate
leader
staff
evidence
Paradigm
Follower
Performance measures
Employees

Keywords

  • leadership style
  • organizational climate
  • performance
  • trust
  • vision

Cite this

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Leadership variables and business performance : mediating and interaction effects. / Jing, Fenwick Feng; Avery, Gayle C.; Bergsteiner, Harald.

In: Journal of Leadership and Organizational Studies, Vol. 27, No. 1, 01.02.2020, p. 80-97.

Research output: Contribution to journalArticleResearchpeer-review

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