CoChat
Sign Up
Cited by 5,628Job Satisfaction and Organizational BehaviorEmployee Performance and LeadershipSchool Leadership and Teacher Performance

Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors

Podsakoff, Philip M., MacKenzie, Scott B., Moorman, Robert H., Fetter, Richard·1990·The Leadership Quarterly
DOI 10.1016/1048-9843(90)90009-7
Open this paper in CoChat — free account

Integrity signals

Registry

Crossref · 10.1016/1048-9843(90)90009-7

Cites

4 of 4 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

We couldn’t retrieve this paper’s full text, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • Employees' trust in their leader is robustly related to important outcomes.

    “Engendering trust has been a central tenet of different organisational leadership theories and robust relationships have been found between employees' trust in their leader and important outcomes (e.g., Ng, 2017; Podsakoff et al., 1990; Schaubroeck et al., 2011).”

    From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Podsakoff et al., 1990

  • Common method variance is not a concern in the current study.

    “The extracted factor explained only 22 percent of the variation. Therefore, CMV is not a concern in the current study [65].”

    From The Impact of Religiosity and Food Consumption Culture on Food Waste Intention in Saudi Arabia (2021) · cites this paper as [65]

  • OCB contributions include enhancing the organization's ability to attract and retain skilled employees and enhancing the stability of the organization's performance and its ability to adapt to environmental changes.

    “Additional contributions include enhancing the organization's ability to attract and retain skilled employees and enhancing the stability of the organization's performance and its ability to adapt to environmental changes.[21][22][23]”

    From Revisiting Faculty Citizenship (2019) · cites this paper as [21]

  • OCB may contribute to success by enhancing coworker or managerial productivity, freeing resources for productive purposes, reducing the need to allocate resources to maintenance, and serving as a means of coordinating activities.

    “Other studies have determined OCB may contribute to success by enhancing coworker or managerial productivity, freeing resources for productive purposes, reducing the need to allocate resources to maintenance, and serving as a means of coordinating activities. [21]1][22][23]”

    From Revisiting Faculty Citizenship (2019) · cites this paper as [21]

Cites

Flagged first, then by citations

Cited by

Sorted by citations

Authors
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R.
Affiliations
  • Indiana University Bloomington (US)
  • Indiana University (US)
  • West Virginia University (US)
Corresponding author
Podsakoff, Philip M.
ORCID
Venue
The Leadership Quarterly
Publisher
Elsevier BV
Published
1990-06
Volume
1
Issue
2
Pages
107-142
ISSN
1048-9843 (ISSN-L)
DOI
10.1016/1048-9843(90)90009-7
OpenAlex
W2048226819
Cited by
5,628
References
4
Citations by year
2026: 184 · 2025: 214 · 2024: 271 · 2023: 285 · 2022: 293 · 2021: 300 · 2020: 310 · 2019: 289 · 2018: 278 · 2017: 268 · 2016: 303 · 2015: 286 · 2014: 292 · 2013: 274 · 2012: 311
FWCI
20.53
Type
journal article
Language
en
Open access
closed
Licence
www.elsevier.com/tdm/userlicense/1.0/ (tdm)
Locations
The Leadership Quarterly (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Education › School Leadership and Teacher Performance
Keywords
transformational leadership, leadership behavior, organizational citizenship behavior, trust in leadership, job satisfaction, contingent reward, intellectual stimulation, individualized support, altruism, conscientiousness, courtesy, civic virtue, sportsmanship, mediating effect, common method bias, petrochemical industry

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review