Transformational leadership, self‐efficacy, group cohesiveness, commitment, and performance
Abstract
We tested a model proposing that transformational leaders build committed and high performing work groups by enhancing employee self‐efficacy and cohesiveness. Questionnaires were completed by 303 fire department personnel following preliminary in‐depth interviews with fire rescue personnel. After accounting for missing data, 271 responses were included in our data analysis. Results indicated support for the theoretical model in comparison to three alternative models that were considered. Implications of the findings for research and practice are discussed.
Keywords
Citation
Pillai, R. and Williams, E.A. (2004), "Transformational leadership, self‐efficacy, group cohesiveness, commitment, and performance", Journal of Organizational Change Management, Vol. 17 No. 2, pp. 144-159. https://doi.org/10.1108/09534810410530584
Publisher
:Emerald Group Publishing Limited
Copyright © 2004, Emerald Group Publishing Limited