Nathan Bowling (Committee Member), Todd Dewett (Committee Member), David Lahuis (Committee Member), Corey E. Miller (Committee Chair), Debra Steele-Johnson (Committee Member)
Doctor of Philosophy (PhD)
Transformational leadership has emerged as the dominant model for understanding how leaders impact affective and behavioral responses of their followers. The current study investigated the extent to which follower core self-evaluation (Judge et al., 1997) and affect-based trust in leadership impact the relationship between transformational leadership behaviors and work outcomes, such as follower job satisfaction, satisfaction with the leader, perceptions of job core characteristics, and organizational citizenship behaviors. Follower core self-evaluation was found to moderate the relationship between transformational leadership behaviors and follower job satisfaction and satisfaction with the leader. Affect-based trust in the leader was found to fully mediate the relationship between transformational leadership behaviors and follower job satisfaction and satisfaction with the leader and to partially mediate relationships with organizational citizenship behaviors and perceptions of core job characteristics. Practical and theoretical implications as well as future research directions are also discussed.
Department or Program
Department of Psychology
Year Degree Awarded
Copyright 2008, all rights reserved. This open access ETD is published by Wright State University and OhioLINK.