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Employee Engagement as a Mediator Between Transformational Leadership and Employee Performance
15 references·1 citing·44 second hop
Employee Engagement as a Mediator Between Transformational Leadership and Employee Performance (2018)Employee Engagement as a Mediator Between…Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions (2014)Relationship between leadersh…Partial least squares structural equation modeling (PLS-SEM) (2014)Partial least squares structu…Leadership styles to engage employees: evidence from human service organizations in Italy (2014)Leadership styles to engage e…Strategic Leadership (2013)Strategic LeadershipTransformational leadership, learning, and employability (2011)Transformational leadership, …PLS-SEM: Indeed a Silver Bullet (2011)PLS-SEM: Indeed a Silver Bull…Do transformational leaders enhance their followers' daily work engagement? (2011)Do transformational leaders e…Effects of leadership style on team learning (2010)Effects of leadership style o…Transformational Leadership's Role in Promoting Corporate Entrepreneurship: Examining the CEO-TMT Interface (2008)Transformational Leadership's…A NEW MEASUREMENT SCALE FOR EMPLOYEE ENGAGEMENT: SCALE DEVELOPMENT, PILOT TEST, AND REPLICATION. (2007)A NEW MEASUREMENT SCALE FOR E…Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership (1999)Re‐examining the components o…Task Performance and Contextual Performance: The Meaning for Personnel Selection Research (1997)Task Performance and Contextu…PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)PSYCHOLOGICAL CONDITIONS OF P…Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Evaluating Structural Equatio…Determining Sample Size for Research Activities (1970)Determining Sample Size for R…The Effect of Perceived Corporate Social Responsibility and Sustainable Human Resources on Employee Engagement with the Moderating Role of the Employer Brand (2021)The Effect of Perceived Corpo…A primer on partial least squares structural equation modeling (PLS-SEM) (2014)Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers (2014)When to use and how to report the results of PLS-SEM (2018)Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R (2021)On the Evaluation of Structural Equation Models (1988)Structural equation modeling in practice: A review and recommended two-step approach. 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References

  • 1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error108,884 cited
  • 2011PLS-SEM: Indeed a Silver Bullet21,614 cited
  • 1970Determining Sample Size for Research Activities18,904 cited
  • 2014Partial least squares structural equation modeling (PLS-SEM)11,717 cited
  • 1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.10,957 cited
  • 1999Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership3,028 cited
  • 1997Task Performance and Contextual Performance: The Meaning for Personnel Selection Research2,271 cited
  • 2008Transformational Leadership's Role in Promoting Corporate Entrepreneurship: Examining the CEO-TMT Interface624 cited
  • 2011Do transformational leaders enhance their followers' daily work engagement?622 cited
  • 2013Strategic Leadership184 cited
  • 2014Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions126 cited
  • 2010Effects of leadership style on team learning106 cited
  • 2011Transformational leadership, learning, and employability80 cited
  • 2007A NEW MEASUREMENT SCALE FOR EMPLOYEE ENGAGEMENT: SCALE DEVELOPMENT, PILOT TEST, AND REPLICATION.59 cited

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  • 2014Leadership styles to engage employees: evidence from human service organizations in Italy41 cited
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    • 2021The Effect of Perceived Corporate Social Responsibility and Sustainable Human Resources on Employee Engagement with the Moderating Role of the Employer Brand22 cited