Journal of Organizational Change Management

Topics: Leadership, Situational leadership theory, Organizational studies and human resource management Pages: 27 (7089 words) Published: February 21, 2013
Journal of Organizational Change Management
Emerald Article: Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance
Rajnandini Pillai, Ethlyn A. Williams

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To cite this document: Rajnandini Pillai, Ethlyn A. Williams, (2004),"Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance", Journal of Organizational Change Management, Vol. 17 Iss: 2 pp. 144 - 159 Permanent link to this document:

http://dx.doi.org/10.1108/09534810410530584
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Rajnandini Pillai, Ethlyn A. Williams, (2004),"Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance", Journal of Organizational Change Management, Vol. 17 Iss: 2 pp. 144 - 159 http://dx.doi.org/10.1108/09534810410530584

Rajnandini Pillai, Ethlyn A. Williams, (2004),"Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance", Journal of Organizational Change Management, Vol. 17 Iss: 2 pp. 144 - 159 http://dx.doi.org/10.1108/09534810410530584

Rajnandini Pillai, Ethlyn A. Williams, (2004),"Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance", Journal of Organizational Change Management, Vol. 17 Iss: 2 pp. 144 - 159 http://dx.doi.org/10.1108/09534810410530584

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JOCM
17,2

144
Received September
2002
Revised September 2003
Accepted December 2003

The current issue and full text archive of this journal is available at www.emeraldinsight.com/0953-4814.htm

Transformational leadership,
self-efficacy, group
cohesiveness, commitment,
and performance
Rajnandini Pillai
Department of Management, College of Business,
California State University-San Marcos, San Marcos, California, USA

Ethlyn A. Williams
Department of Management, International Business and
Entrepreneurship, College of Business, Florida Atlantic University, Boca Raton, Florida, USA
Keywords Transformational leadership, Self development, Fire services, Autonomous work groups
Abstract We tested a model proposing that transformational leaders build committed and high performing work groups by enhancing employee self-efficacy and cohesiveness. Questionnaires were completed by 303 fire department personnel following preliminary in-depth interviews with fire rescue personnel. After accounting for missing data, 271 responses were included in our data analysis. Results indicated support for the theoretical model in comparison to three alternative models that...

Citations: Rajnandini Pillai, Ethlyn A. Williams, (2004),"Transformational leadership, self-efficacy, group cohesiveness, commitment, and
performance", Journal of Organizational Change Management, Vol
Rajnandini Pillai, Ethlyn A. Williams, (2004),"Transformational leadership, self-efficacy, group cohesiveness, commitment, and
performance", Journal of Organizational Change Management, Vol
Vol. 17 No. 2, 2004
pp
aimed at retaining fire service men and women (Murphy, 1999). Others have
examined the importance of leadership interventions to train fire department
charismatic leadership (House and Shamir, 1993). However, few of these studies
have explored or tested the many networks of linkages proposed to explain
paradigm (Bass, 1995). Some exceptions in this regard are work by Shamir
et al
between transformational leadership and justice, trust and collective self-efficacy and
self-efficacy (Dirks and Ferrin, 2002; Jung and Sosik, 2002; Podsakoff et al.,
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