TRANSFORMATIONAL LEADERSHIP AND JOB BEHAVIORS:
THE MEDIATING ROLE OF CORE JOB CHARACTERISTICS.
Although the effects of transformational leadership on task performance and organi
zational citizenship behavior (OCB) are well-documented, the mechanisms that ex
plain those effects remain unclear. We propose that transformational leadership is
associated with the way followers view their jobs, in terms of Hackman and Oldham's
(1976) core job characteristics. Results of our study support a structural model
whereby indirect effects supplement the direct effects of transformational leadership
on task performance and OCB through the mechanisms of job characteristics, intrinsic
motivation, and goal commitment. Additional analyses revealed that transformational
leadership relationships were significantly stronger for followers who perceived high
quality leader-member exchange.