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

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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.

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Acknowledgments

We acknowledge that this work was supported by the National Research Foundation of Korea Grant funded by the Korean Government (NRF-2010-32A-B00075).

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Authors and Affiliations

  1. Organizational Behavior and Human Resource Management Department, China Europe International Business School, 699 Hongfeng Rd, Shanghai, China

    Tae-Yeol Kim

  2. University of Illinois at Chicago, Chicago, IL, USA

    Robert C. Liden

  3. Jinju University, Jinju, South Korea

    Sang-Pyo Kim

  4. Seowon University, Cheongju, South Korea

    Deog-Ro Lee

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  1. Tae-Yeol Kim
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  2. Robert C. Liden
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  4. Deog-Ro Lee
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Correspondence to Deog-Ro Lee.

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Kim, TY., Liden, R.C., Kim, SP. et al. The Interplay Between Follower Core Self-Evaluation and Transformational Leadership: Effects on Employee Outcomes. J Bus Psychol 30, 345–355 (2015). https://doi.org/10.1007/s10869-014-9364-7

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  • DOI: https://doi.org/10.1007/s10869-014-9364-7

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