Linking transformational leadership and core self-evaluation to job performance: The mediating role of felt accountability |
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| Institution: | 1. Department of Business Administration, Universitat Politècnica de València, Camí de Vera s/n, 46022 Valencia, Spain;2. Department of Taxation and Public Financial Law, University of Valencia, Campus de tarongers, 2 B06, 46022 Valencia, Spain;1. National Chiao Tung University, Taipei, Taiwan, ROC;2. Chihlee University of Technology, New Taipei City, Taiwan, ROC;1. Department of Technology Application and Human Resource Development, National Taiwan Normal University, 162, Heping East Road Section 1, Taipei 10610, Taiwan;2. Department of Management Science, National Chiao Tung University, 1001 University Road, Hsinchu 300, Taiwan |
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| Abstract: | This study examined the mediating effects of felt accountability (FA) on the effect of both transformational leadership and core self-evaluation (CSE) on task performance (TP) and contextual performance (CP). Structural equation modeling and Analysis of Moment Structures were used to analyze data collected from questionnaires distributed to 302 supervisor–employee dyads. The concept of FA is based on a social contingency model of accountability, which is distinct from feelings of responsibility or obligation in organizational research. Our hypotheses for the mediating role of FA were supported by the data, except that the mediating effect of FA on the relationship between CSE and CP was not supported. We discuss the implications of these results for research and practice in organizations. |
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| Keywords: | Felt accountability Transformational leadership Core self-evaluation Job performance |
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