TY - JOUR
T1 - TRANSFORMATIONAL, TRANSACTIONAL LEADERSHIP, AND PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE
T2 - THE MODERATING ROLE OF RELATIONAL AUTHENTICITY AS A LEADER
AU - Kim, Min Hyu
N1 - Publisher Copyright:
© 2022, Babes-Bolyai University. All rights reserved.
PY - 2022/2
Y1 - 2022/2
N2 - This study examines whether relational authenticity as a leader, a relatively new concept in the nonprofit literature, moderates the relationship between transformational, transactional leadership, and perceptions of organizational performance. Using an online survey experiment of executive directors at 403 nonprofit organizations, this study tests the hypothesis of the positive–negative asymmetry ef-fects, which states that negative impressions are more impactful than positive ones. The findings illustrate that, in the case of positive personal be-havior, a transformational leader (vs. transactional leader) acting favorably has a statistically significant positive influence on organizational performance. However, in the case of negative personal behavior, the treatment had null findings. This study suggests that nonprofit leaders should pay attention to achieving relational authenticity as a leader to ensure the sustainability of transformational leadership effects.
AB - This study examines whether relational authenticity as a leader, a relatively new concept in the nonprofit literature, moderates the relationship between transformational, transactional leadership, and perceptions of organizational performance. Using an online survey experiment of executive directors at 403 nonprofit organizations, this study tests the hypothesis of the positive–negative asymmetry ef-fects, which states that negative impressions are more impactful than positive ones. The findings illustrate that, in the case of positive personal be-havior, a transformational leader (vs. transactional leader) acting favorably has a statistically significant positive influence on organizational performance. However, in the case of negative personal behavior, the treatment had null findings. This study suggests that nonprofit leaders should pay attention to achieving relational authenticity as a leader to ensure the sustainability of transformational leadership effects.
KW - Leadership
KW - Organizational performance
KW - Relational authenticity
UR - http://www.scopus.com/inward/record.url?scp=85125578284&partnerID=8YFLogxK
U2 - 10.24193/tras.65E.4
DO - 10.24193/tras.65E.4
M3 - Article
AN - SCOPUS:85125578284
SN - 1842-2845
VL - 2022
SP - 64
EP - 86
JO - Transylvanian Review of Administrative Sciences
JF - Transylvanian Review of Administrative Sciences
IS - 65 E
ER -