Transformational leadership theory, as a leader-focussed research study, has becomewidespread among researchers in the last few decades (Bass, 1985, 1999; Lowe et al.,1996; Podsakoff et al., 1990, 1996, 2000). Over the past decades, accumulating evidencesuggests that transformational leadership is significantly associated with followerattitudes and performance (Barling et al., 1996; Dvir et al., 2002; Fuller et al., 1996;Howell and Hall-Merenda, 1999; Piccolo and Colquitt, 2006). The psychological states on how transformational leadership behaviors are transmitted to followers’ workoutcomes have received considerable research attention (Dumdum et al., 2002; Ozaralli,2003; Yukl, 1989), such as empowerment, and trust in the leader (Kark et al., 2003;
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