Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective

Authors

Bennett J. Tepper, The Ohio State UniversityFollow
Nikolaos Dimotakis, University of Nebraska - LincolnFollow
Lisa Schurer Lambert, Oklahoma State UniversityFollow
Joel Koopman, Texas A&M UniversityFollow
Fadel K. Matta, University of GeorgiaFollow
Hee Man Park, The Pennsylvania State UniversityFollow
Wongun Goo, Indiana University EastFollow

Date of this Version

2018

Citation

Academy of Management Journal 2018, Vol. 61, No. 4, 1343–1368.

https://doi.org/10.5465/amj.2014.0163

Comments

Copyright 2018 Academy of Management Journal. Used by permission.

Abstract

We invoke the person–environment fit paradigm to examine on a daily basis follower affective, attitudinal, and behavioral responses to transformational leadership needed and received. Results from two experience sampling method (ESM) studies suggested that positive affect was higher on days when transformational leadership received fit follower needs (compared to days when the amount received was deficient or in excess of follower needs) and on days when absolute levels of fit was higher. We also found that positive affect mediated the within-person effects of transformational leadership needed and received on subordinates’ daily work attitudes (Studies 1 and 2) and organizational citizenship behaviors (Study 2). Supplemental analyses in Study 2 revealed that subordinates need more transformational leadership when they experience more challenge stressors, face greater uncertainty at work, and perform more meaningful work.