A Multilevel Study of Transformational Leadership, Identification, and Follower Outcomes

The Leadership Quarterly 23 (2012) 775–790

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A multilevel study of transformational leadership, identification, and follower outcomes☆
Xiao-Hua (Frank) Wang a,⁎, Jane M. Howell b, 1 a b

Competence Centre People & Organization, Vlerick Leuven Gent Management School, Vlamingenstraat 83, 3000 Leuven, Belgium
Taylor/Mingay Chair of Leadership, Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada N6A 3K7

article

info

Article history:
Received 8 May 2011
Received in revised form 20 January 2012
Accepted 1 February 2012
Available online 2 March 2012
Keywords:
Transformational leadership
Multilevel
Identification

abstract
Using a sample from a large diversified company, this study examines the influence processes of transformational leadership (TFL) at both the individual and group levels concurrently and explores cross-level relationships. Results showed that, at the individual level, followers ' personal identification with the leader mediated the effects of individual-focused TFL behavior on individual performance and empowerment. At the group level, group identification mediated the effect of group-focused TFL behavior on collective efficacy. Results also supported two cross-level effects from the group level to the individual level. The paper addresses the implications for leaders of motivating individuals and teams, at the same time.
© 2012 Elsevier Inc. All rights reserved.

1. Introduction
As teams become more important in many organizations, today 's leaders face a challenging balancing act. On the one hand, they need to develop and motivate individual followers so as to ensure that each employee is capable of, and willing to, complete his or her own tasks; on the other hand, they need to facilitate collaboration and build trust among team members so that

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