Linking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability

Chun Hsi Vivian Chen, Mei Ling Yuan, Jen Wei Cheng, Roger Seifert

Research output: Contribution to journalArticlepeer-review

13 Scopus citations

Abstract

This study examined the mediating effects of felt accountability (FA) on the effect of both transformational leadership and core self-evaluation (CSE) on task performance (TP) and contextual performance (CP). Structural equation modeling and Analysis of Moment Structures were used to analyze data collected from questionnaires distributed to 302 supervisor-employee dyads. The concept of FA is based on a social contingency model of accountability, which is distinct from feelings of responsibility or obligation in organizational research. Our hypotheses for the mediating role of FA were supported by the data, except that the mediating effect of FA on the relationship between CSE and CP was not supported. We discuss the implications of these results for research and practice in organizations.

Original languageEnglish
Pages (from-to)234-246
Number of pages13
JournalNorth American Journal of Economics and Finance
Volume35
DOIs
StatePublished - 1 Jan 2016

Keywords

  • Core self-evaluation
  • Felt accountability
  • Job performance
  • Transformational leadership

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