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Higher-order goals, self-efficacy and trust-in-leader as moderators of transformational leadership performance: The case of multi-level marketing organizations
Author(s)
Date Issued
2018
Citation
20th International Conference on IT Applications and Management: Co-creation and innovation: Reinventing industry with emerging technologies, pp. 27-41.
Type
Conference Paper
Abstract
Previous research on leadership performance has mainly examined the traditional hierarchical leader–subordinate relationship. However, studies of leadership effectiveness in non-hierarchical organizational structures have been overlooked. This paper incorporates these moderating effects in a model for transformational leadership and performance. Similar to the small-sample studies conducted by Barling, Weber & Kelloway (1996) with a sample of 20 bank managers in Canada, Barling, Slater, & Kelloway (2000) with a sample of 60 managers of a pulp and paper company, and Bass, Avolio, Jung, & Berson (2003) with a sample of 72 military leaders of the U.S. Army, this study uses a sample of 123 multi-level marketing (MLM) distributors in Hong Kong, having a high response rate of 80.4% in a situation where representative distributors were present in four local regular sales meetings. The results show that the moderating effects of both higher-order goals and self-efficacy between transformational leadership and performance are significant.
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