There is still an area for research to further examine the process of the relationship between transformational leadership and follower attitudes and behaviors.
Inspirational motivation refers to the style which creates an attractive goal of the future and the demonstration of optimism and enthusiasm and individualized consideration provides encouragement and support to followers.
Pride in being a follower of the leader and organizational commitment Accumulating evidence has shown that pride in being a follower of the leader induces psychological attachment and perceived importance of work and organizational commitment.
A few of the sample items were "Talks about the future in an enthusiastic, existing way," "Sets a positive example for others to follow," and "Shows concern for me as a person." As the dimensions of transformational leadership are highly correlated, we combined the six behaviors of the transformational leadership index into a composite one.
The bootstrapping test indicated that the range of the indirect effect of pride in being a follower of the leader was from 3.52 to 23.1 for affective commitment, and 1.11 to 4.32 for normative commitment.
The bootstrapping test indicated that the range of the indirect effect of pride in being a follower of the leader was from 3.52 to 50.69 for affective commitment, and 1.43 to 33.89 for normative commitment.
Both studies demonstrated the same results on the mediating role of pride in being a follower of the leader between transformational leadership and organizational commitment Implications for theory and practice The theoretical implication of this study is the extension of a transformational leadership model that advances our knowledge in the transformational leadership mediating process on followers' organizational commitment.
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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