A Meta-analysis of Transformational Leadership and Task Performance: Exploring the Mediating Role of Core Job Characteristics
The present study examines the bright and dark sides of transformational leadership for follower task performance. Drawing from social information processing theory (Salancik & Pfeffer, 1978) and self-determination theory (SDT; Ryan & Deci, 2000a). I propose that the benefits and costs of transformational leadership for follower task performance are shaped by the mechanisms of five core job characteristics (Hackman & Oldham, 1976), intrinsic motivation, and perceived role overload. I further propose that the effect of transformational leadership on core job characteristics is stronger within the uncertain environment. In general, results revealed that transformational leadership had positive indirect relationships with task performance through core job characteristics by increasing intrinsic motivation and reducing perceived role overload, and had negative indirect effects on task performance through two of the five core job characteristics (job autonomy and task significance) and subsequent perceived role overload. Results also supported the predicted moderating effect. The theoretical and practical implications of these findings are discussed.