Submit your papersSubmit Now
For Enquiries: [email protected]
IIARD LogoIIARD

Transformational Leadership and Contextual Performance: The Mediating Role of Psychological Empowerment Among Employees of Fast-Moving Consumer Goods Firms in Port Harcourt, Nigeria

Justin Mgbechi O. Gabriel, PhD, Linda Otonye Gabriel, PhD

Abstract

Despite extensive evidence that transformational leadership enhances employee performance, the psychological mechanisms through which it influences contextual performance remain insufficiently explored, particularly in developing-country contexts. Drawing on Social Exchange Theory and Psychological Empowerment Theory, this study investigates the mediating role of psychological empowerment in the relationship between transformational leadership and employees' contextual performance of fast-moving consumer goods Firms in Port Harcourt, Rivers State, Nigeria. Using a cross-sectional survey design, data were collected from 287 employees across 14 selected FMCG organizations. Standardized and validated measurement scales were employed, and hypotheses were tested using mediation analysis via the PROCESS macro (Model 4). The findings reveal that transformational leadership significantly predicts contextual performance (β = .52, p < .001) and psychological empowerment (β = .61, p < .001), while psychological empowerment partially mediates the relationship between transformational leadership and contextual performance (indirect effect = .18, 95% CI [.09, .28]). The study contributes to leadership and organizational behavior literature by empirically clarifying the empowerment mechanism underlying discretionary work behaviors in a Nigerian sub-Saharan African organizational setting. Practical implications for leadership development and human resource management in FMCG organizations are discussed.

Keywords

transformational leadershipcontextual performancepsychological empowermentsocial exchange theoryFMCGFNigeriaPort Harcourt.

References

Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951– 968. https://doi.org/10.1002/job.283 Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182. https://doi.org/10.1037/0022- 3514.51.6.1173 Baruch, Y., & Holtom, B. C. (2008). Survey response rate levels and trends in organizational research. Human Relations, 61(8), 1139–1160. https://doi.org/10.1177/0018726708094863 Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press. Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage. Bass, B. M., & Avolio, B. J. (1995). Multifactor Leadership Questionnaire: Manual and sampler set (2nd ed.). Mind Garden. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates. Blau, P. M. (1964). Exchange and power in social life. Wiley. Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 71–98). Jossey-Bass. Borman, W. C., White, L. A., & Dorsey, D. W. (2001). Effects of ratee task performance and interpersonal factors on supervisor and peer performance ratings. Journal of Applied Psychology, 80(1), 168–177. https://doi.org/10.1037/0021-9010.80.1.168 Burns, J. M. (1978). Leadership. Harper & Row. Cochran, W. G. (1977). Sampling techniques (3rd ed.). Wiley. Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). Sage. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602 Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. https://doi.org/10.1037/0021- 9010.71.3.500 Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2, 335–362. https://doi.org/10.1146/annurev.so.02.080176.002003 Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104 Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate data analysis (8th ed.). Cengage Learning. Harman, H. H. (1976). Modern factor analysis (3rd ed.). University of Chicago Press. Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach (2nd ed.). Guilford Press. Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). McGraw-Hill. Jiang, W., Zhao, X., & Ni, J. (2017). The impact of transformational leadership on employee sustainable performance: The mediating role of organizational citizenship behavior. Sustainability, 9(9), 1567. https://doi.org/10.3390/su9091567 Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta- analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755 Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246–255. https://doi.org/10.1037/0021-9010.88.2.246 Lindell, M. K., & Whitney, D. J. (2001). Accounting for common method variance in cross- sectional research designs. Journal of Applied Psychology, 86(1), 114–121. https://doi.org/10.1037/0021-9010.86.1.114 MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115–134. https://doi.org/10.1177/03079459994506 Maynard, M. T., Gilson, L. L., & Mathieu, J. E. (2012). Empowerment—Fad or fab? A multilevel review of the past two decades of research. Journal of Management, 38(4), 1231–1281. https://doi.org/10.1177/0149206312438773 Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52. https://doi.org/10.1006/jvbe.2001.1842 Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475– 480. https://doi.org/10.1037/0021-9010.79.4.475 Ng, T. W. H. (2017). Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. Leadership Quarterly, 28(3), 385–417. https://doi.org/10.1016/j.leaqua.2016.11.008 Nwosu, C. O., Okeke, A. O., & Igwe, P. A. (2021). Organizational justice, leader-member exchange, and contextual performance in Nigerian enterprises. African Journal of Business Management, 15(4), 123–137. https://doi.org/10.5897/AJBM2021.9234 Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human Performance, 10(2), 85–97. https://doi.org/10.1207/s15327043hup1002_2 Oyewunmi, A. E., Oyewunmi, O. A., Ojo, I. S., & Ojo, A. O. (2017). Psychological empowerment and organizational commitment of healthcare workers in Nigeria. International Review of Management and Marketing, 7(1), 488–493. Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327– 340. https://doi.org/10.5465/amj.2006.20786079 Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513–563. https://doi.org/10.1177/014920630002600307 Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership- innovation relationship: Ambidextrous leadership. Leadership Quarterly, 22(5), 956–974. https://doi.org/10.1016/j.leaqua.2011.07.014 Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87(1), 66–80. https://doi.org/10.1037/0021- 9010.87.1.66 Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981–1003. https://doi.org/10.1037/a0022676 Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465. https://doi.org/10.5465/256865 Spreitzer, G. M., Kizilos, M. A., & Nason, S. W. (1997). A dimensional analysis of the relationship between psychological empowerment and effectiveness, satisfaction, and strain. Journal of Management, 23(5), 679–704. https://doi.org/10.1177/014920639702300504 Stander, M. W., & Rothmann, S. (2010). Psychological empowerment, job insecurity and employee engagement. South African Journal of Industrial Psychology, 36(1), 1–8. https://doi.org/10.4102/sajip.v36i1.849 Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An 'interpretive' model of intrinsic task motivation. Academy of Management Review, 15(4), 666–681. https://doi.org/10.5465/amr.1990.4310926 Walumbwa, F. O., Avolio, B. J., & Aryee, S. (2008). Leadership, individual differences, and work- related attitudes: A cross-culture investigation. Applied Psychology: An International Review, 57(2), 212–230. https://doi.org/10.1111/j.1464-0597.2007.00326.x Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223–270. https://doi.org/10.1177/1059601111401017 Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader- member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82–111. https://doi.org/10.5465/257021 Yukl, G. (2020). Leadership in organizations (9th ed.). Pearson. Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128. https://doi.org/10.5465/amj.2010.48037118 Zhu, W., Zheng, X., He, H., Wang, G., & Zhang, X. A. (2019). Ethical leadership with both 'moral person' and 'moral manager' aspects: Scale development and cross-cultural validation. Journal of Business Ethics, 158(2), 547–565. https://doi.org/10.1007/s10551-017-3740-y

More Articles from INTERNATIONAL JOURNAL OF MARKETING AND COMMUNICATION STUDIES

Clickbait Strategies and Influence on Consumer Trust and Behavior

Author: Alaba Tobin-West Diamond, Stella. C. Enyindah PhD, Oyinkepreye Brisibe PhD

Digital Public Relations and Corporate Reputation Management Strategies of Oando, Seplat and Renaissance Africa Energy Companies in Nigeria

Author: Dickson, Lauren Dawari, Prof. Godwin B. Okon, Prof. Richard N. Amadi, Dr. Itieke-Idamieba Harry

Evaluating the Influence of Strategic Health Communication Campaign on Vaccine Hesitancy in Rural Rivers State Communities

Author: Gabriel, Obokuru, Prof. Nsereka, Barigbon Gbara, Dike, Harcourt Whyte PhD, Nwankpa Nduka N. PhD

Integrated Marketing Communications and Subscriber Growth in A Sub-Saharan Telecom Sub-Brand

Author: Rita Korkor Agyei1, Ogochukwu T. Izuchukwu2, Dominic Feboh3, Abiola Idowu4