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Cited by 606

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Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership

Grant, Adam M.·2012·Academy of Management Journal
DOI 10.5465/amj.2010.0588
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Abstract

Although transformational leadership is thought to increase followers' performance by motivating them to transcend self-interest, rhetoric alone may not be sufficient. I propose that transformational leadership is most effective in motivating followers when they interact with the beneficiaries of their work, which highlights how the vision has meaningful consequences for other people. In a quasi-experimental study, beneficiary contact strengthened the effects of transformational leadership on call center employees' sales and revenue. A survey study with government employees extended these results, supporting a moderated mediation model with perceived prosocial impact. Relational job design can enhance the motivational effects of transformational leadership.

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Metadata

Authors
Grant, A. M.
Venue
Academy of Management Journal
Publisher
Academy of Management
Published
2012-04
Volume
55
Issue
2
Pages
458-476
ISSN
  • 0001-4273 (ISSN-L)
  • 1948-0989
DOI
10.5465/amj.2010.0588
OpenAlex
W2013370482
Cited by
606
References
9
FWCI
69.98
Type
journal article
Language
en
Open access
closed

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Grant, A. M. (2012). Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership. Academy of Management Journal. https://doi.org/10.5465/amj.2010.0588

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