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Pseudo-transformational Leadership is in the Eyes of the Subordinates

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Abstract

Based on attribution theory, this research defines pseudo-transformational leadership to be driven by the interaction between transformational leadership and the subordinates’ perception of their supervisor’s manipulative intention. We investigate the effects of pseudo-transformational leadership on contextual performance through organizational identification. The results of hierarchical linear modeling using a sample of 214 subordinates reporting to 66 supervisors show that when subordinates perceive that their supervisor has a high level of manipulative intention, the impact of group-level transformational leadership on the subordinates will be reduced. More specifically, when subordinates perceive the manipulative intention of transformational leadership, they are less likely to identify with the organization, which ultimately limits their willingness to demonstrate contextual performance activities. The implications of these findings for theory as well as managerial practice are discussed.

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Acknowledgments

This research is supported by grants from (a) the Humanity and Social Science Youth Foundation of Ministry of Education of China (Grant No. 13YJC630102); (b) the National Science Council (NSC-102-2410-H-194-075-SSS); and (c) the Ministry of Science and Technology (MOST-103-2410-H-194-113-MY2).

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Authors and Affiliations

  1. Business School, Xiangtan University, Xiangtan, 411105, Hunan, China

    Chiou-Shiu Lin

  2. Institute of Human Resource Management, National Sun Yat-Sen University, No.70, Lianhai Rd., Gushan Dist., Kaohsiung, 804, Taiwan

    Pei-Chi Huang & Shyh-Jer Chen

  3. Department of Labor Relations, National Chung Cheng University, No.168, Sec. 1, University Road, Minxiong, Chiayi, 621, Taiwan

    Liang-Chih Huang

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  1. Chiou-Shiu Lin
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Correspondence to Pei-Chi Huang.

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Lin, CS., Huang, PC., Chen, SJ. et al. Pseudo-transformational Leadership is in the Eyes of the Subordinates. J Bus Ethics 141, 179–190 (2017). https://doi.org/10.1007/s10551-015-2739-5

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