Dr. LEE BernardTsui, Anthony S. C.Anthony S. C.TsuiYau, Oliver. H. M.Oliver. H. M.Yau2020-06-112020-06-112019Journal of Euromarketing, Jul-Dec 2019, vol. 28(3-4), pp. 76-97.1049-64831528-6967http://hdl.handle.net/20.500.11861/5890https://itamsociety.com/img/proceedings/620_ITAM_PROCEEDING.pdf#page=37Previous research on leadership performance has mainly examined the traditional hierarchical leader–subordinate relationship. However, the studies of leadership effectiveness for non-hierarchical organizational structures have been overlooked. Further, the influences of transformational leadership on the performance of subordinates through the moderating effects of higher-order goals, self-efficacy and trust-in-leader and the differences of these effects in multi-level marketing environment were seldom examined. Similar to the small-sample studies conducted by Barling, Weber, & Kelloway (1996), Barling, Slater, & Kelloway (2000) and Bass, Avolio, Jung, & Berson (2003), this study uses a sample of 123 multi-level marketing (MLM) distributors of in Hong Kong with a high response rate of 80.4% in a situation where representative distributors were presented in four local regular sales meetings. This paper incorporates these moderating effects in a model for transformational leadership and performance. The results show that moderating effects of both higher-order goalsand self-efficacy between transformational leadership and performance are significant.enMulti-Level MarketingTransformational LeadershipHigher-Order GoalsSelf-EfficacyTrust-In-LeaderChinaPerformancePeer Reviewed Journal Article