| Summary: | 碩士 === 大葉大學 === 人力資源暨公共關係學系 === 107 === ABSTRACT
A team is becoming an increasingly popular way for organizing work. Accordingly, today’s leaders are faced to be expected to encourage follower and to improve the performance for the whole team concurrently, as well as to keep a balance between the two. Transformational leadership (TFL) from a dual level perspective may uniquely affect individual and team outcome. This study is purposed to examine the relationship between transformational leadership and these outcomes at both the individual and team levels at the same time and to explore the dual-level process of TFL with distinguishing individual based TFL from team-based TFL. This study also attempts to examine that employee’s personal identification with the leader mediates the effects of individual-based TFL behavior on employee affective commitment and psychological empowerment, respectively, at the individual level. On the other hand, social identification mediates the effect of team-based TFL behavior on collective efficacy at the team level. A sample of 250 members from 36 work team is from the educational industry in Mongolian. The result show that at the individual level, individual-based TFL was positively correlated with employee’s psychological empowerment and affective commitment; at the team level, team-based TFL was positively related to collective efficacy. And follower’s personal identification with the leader fully mediated the effect of individual-based behavior on affective commitment, partially mediated the effect of individual-based behavior on psychological empowerment. Research limitations and suggestions for future study are presented.
Key words: Transformational leadership, Dual level, Identification
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