How Transformational Leadership Weaves Its Influence on Individual Job Performance: The Role of Identification and Efficacy Beliefs

This study examined how transformational leadership directly and indirectly relates to supervisory‐rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest. Results revealed that one's identification with his or her work unit, self‐efficacy, and means efficacy were related to supervisor‐rated performance. The effect of transformational leadership on rated performance was also mediated by the interaction of identification and means efficacy, as well as partially mediated by the interaction of self‐efficacy and means efficacy. Implications for research, theory, and practice are discussed.