The Interplay between Follower Core Self-Evaluation and Transformational Leadership:Effects on Employee Outcomes

Journal of Business and Psychology, 30, 345-355. Impact Factor: 2.075 · DOI: 10.1007/s10869-014-9364-7

14 Pages Posted: 19 Jul 2015 Last revised: 17 Sep 2015

See all articles by Tae-Yeol Kim

Tae-Yeol Kim

China Europe International Business School (CEIBS)

Robert C Liden

University of Illinois at Chicago - Department of Managerial Studies

Sang-Pyo Kim

Gyeongsang National University

Deog-Ro Lee

Seowon University

Date Written: June 1, 2015

Abstract

Purpose: To examine the linkage between employee core self-evaluation (CSE) and employee outcomes and the moderating effects of transformational leadership on the latter relationships.

Design/Methodology/Approach: A survey with 546 matched supervisor-subordinate dyads representing six South Korean organizations. Hierarchical linear modeling was used to test the research hypotheses including the moderating effects.

Findings: Employee CSE was positively associated with job satisfaction, affective organizational commitment, and job performance. In addition, the latter relationships were facilitated by transformational leadership. Specifically, the relationship between CSE and job satisfaction and affective organizational commitment became strongest as transformational leadership was higher rather than lower.

Implications: These findings contribute to a developing research literature that integrates individual characteristics and behaviors of both leaders and followers in leadership research. These results are also important in developing and in refining leadership theories on how leadership behaviors interact with followers’ personality traits in influencing employee outcomes. Our findings also provide practical implications for organizations. For example, organizations wishing to enhance leadership effectiveness must consider individual characteristics and behaviors of both leaders and followers.

Originality/Value: One of few studies has examined the cross-level moderating effects of leadership behaviors on the relationships between followers’ CSE and employee outcomes.

Keywords: Core self-evaluation, Transformational leadership, Job satisfaction, Affective organizational commitment, Job performance

Suggested Citation

Kim, Tae-Yeol and Liden, Robert C and Kim, Sang-Pyo and Lee, Deog-Ro, The Interplay between Follower Core Self-Evaluation and Transformational Leadership:Effects on Employee Outcomes (June 1, 2015). Journal of Business and Psychology, 30, 345-355. Impact Factor: 2.075 · DOI: 10.1007/s10869-014-9364-7. Available at SSRN: https://ssrn.com/abstract=2632886

Tae-Yeol Kim (Contact Author)

China Europe International Business School (CEIBS) ( email )

Shanghai-Hongfeng Road
Shanghai 201206
Shanghai 201206
China

Robert C Liden

University of Illinois at Chicago - Department of Managerial Studies ( email )

601 S. Morgan St. (M/C 243)
University Hall 2203
Chicago, IL 60607-7122
United States

Sang-Pyo Kim

Gyeongsang National University

Chinju City, South Kyongsang
Korea, Republic of (South Korea)

Deog-Ro Lee

Seowon University ( email )

377-3 Musimseo-ro
Heungdeok-gu
Cheongju-si, Chungcheongbuk-do
Korea, Republic of (South Korea)

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