From Influence to Impact: How Transformational Leadership Shapes Employee Behavior Through Psychological Activation
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| Publicat a: | Administrative Sciences vol. 15, no. 9 (2025), p. 344-365 |
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| Autor principal: | |
| Altres autors: | , |
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MDPI AG
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| Accés en línia: | Citation/Abstract Full Text + Graphics Full Text - PDF |
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| 001 | 3254458327 | ||
| 003 | UK-CbPIL | ||
| 022 | |a 2076-3387 | ||
| 024 | 7 | |a 10.3390/admsci15090344 |2 doi | |
| 035 | |a 3254458327 | ||
| 045 | 2 | |b d20250101 |b d20251231 | |
| 084 | |a 231329 |2 nlm | ||
| 100 | 1 | |a Islam, Muhammad Rofiqul |u A.R. Sanchez, Jr. School of Business, Texas A&M International University, Laredo, TX 78041, USA; lprieto@tamiu.edu | |
| 245 | 1 | |a From Influence to Impact: How Transformational Leadership Shapes Employee Behavior Through Psychological Activation | |
| 260 | |b MDPI AG |c 2025 | ||
| 513 | |a Journal Article | ||
| 520 | 3 | |a This study investigates how transformational leadership impacts pro-environmental and proactive work behaviors through key employee psychological states: self-efficacy, change orientation, and positive affect. We argue that transformational leadership significantly enhances these psychological states, which can drive proactive and pro-environmental workplace behaviors. We used survey data collected via Amazon Mechanical Turk (MTurk) from 542 full-time employees in the United States. Data analysis used Partial Least Squares Structural Equation Modeling (PLS-SEM). The results confirm that transformational leadership significantly enhances self-efficacy, change orientation, and positive affect, factors that in turn promote pro-environmental work behavior. Moreover, change orientation and positive affect (but not self-efficacy) favor proactive work behavior. These findings emphasize the role of employee psychological mechanisms in translating leadership into sustainable workplace behavior. The study contributes to the leadership and sustainability literature by clarifying how internal psychological resources act as behavioral catalysts. Leaders can formulate strategies focusing on emotional and cognitive empowerment. Limitations and future research directions are also discussed. | |
| 653 | |a Innovations | ||
| 653 | |a Social exchange theory | ||
| 653 | |a Motivation | ||
| 653 | |a Perceptions | ||
| 653 | |a Self-efficacy | ||
| 653 | |a Adaptability | ||
| 653 | |a Transformational leadership | ||
| 653 | |a Sustainability | ||
| 653 | |a Employee behavior | ||
| 653 | |a Work orientations | ||
| 653 | |a Behavior modification | ||
| 653 | |a Data analysis | ||
| 653 | |a Leadership | ||
| 653 | |a Empowerment | ||
| 653 | |a Behavior | ||
| 653 | |a Structural equation modeling | ||
| 653 | |a Workplaces | ||
| 653 | |a Work | ||
| 653 | |a Emotions | ||
| 653 | |a Job performance | ||
| 653 | |a Psychological resources | ||
| 653 | |a Behavior change | ||
| 653 | |a Change agents | ||
| 653 | |a Psychological mechanisms | ||
| 653 | |a Environmentalism | ||
| 653 | |a Changes | ||
| 653 | |a Positive emotions | ||
| 653 | |a Employees | ||
| 700 | 1 | |a Prieto Leonel |u A.R. Sanchez, Jr. School of Business, Texas A&M International University, Laredo, TX 78041, USA; lprieto@tamiu.edu | |
| 700 | 1 | |a Talukder, Md Farid |u College of Business, McNeese State University, Lake Charles, LA 70605, USA; mtalukder@mcneese.edu | |
| 773 | 0 | |t Administrative Sciences |g vol. 15, no. 9 (2025), p. 344-365 | |
| 786 | 0 | |d ProQuest |t ABI/INFORM Global | |
| 856 | 4 | 1 | |3 Citation/Abstract |u https://www.proquest.com/docview/3254458327/abstract/embedded/7BTGNMKEMPT1V9Z2?source=fedsrch |
| 856 | 4 | 0 | |3 Full Text + Graphics |u https://www.proquest.com/docview/3254458327/fulltextwithgraphics/embedded/7BTGNMKEMPT1V9Z2?source=fedsrch |
| 856 | 4 | 0 | |3 Full Text - PDF |u https://www.proquest.com/docview/3254458327/fulltextPDF/embedded/7BTGNMKEMPT1V9Z2?source=fedsrch |