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https://ptsldigital.ukm.my/jspui/handle/123456789/513649Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.advisor | Mohamad Adnan Alias, Dr. | - |
| dc.contributor.author | Abuowda Abdallatif M.A. (ZP01021) | - |
| dc.date.accessioned | 2023-10-16T04:49:34Z | - |
| dc.date.available | 2023-10-16T04:49:34Z | - |
| dc.date.issued | 2015-08-03 | - |
| dc.identifier.other | ukmvital:81739 | - |
| dc.identifier.uri | https://ptsldigital.ukm.my/jspui/handle/123456789/513649 | - |
| dc.description | A number of studies related to leadership have indicated that transformational leadership behaviours are associated to a number of outcomes such as individual, team and organizational performance; yet, literature indicated that the magnitude of transformational leadership - follower performance link across different settings and levels of analysis is still not clear. This relationship, therefore, might be influenced by different factors and mechanisms. Consequently, it is essential to do further research to clarify how and when the behaviours of transformational leadership are more effective, and to explore the effect of certain mechanisms and settings that contribute to positive work outcomes. Based on social exchange theory and organizational support theory, this study examined the process by which transformational leadership influences employee performance, and identifies conditions that might strengthen this link. To attain these objectives, perceived investment in employee development (PIED) was proposed as a developmental mechanism that might mediate the relationship between transformational leadership behaviours, and employee in-role and extra-role performances. Besides, employees might perceive an organization’s investment in their developments differently due to the different managerial styles, and the way they deal and cope with their issues. PIED too was proposed as a moderator which means, it had simultaneously been tested as a mediator and moderator in examining the relationship between transformational leadership and employee in-role and extra role performances. The proposed model was tested by using a sample of 449 employees from six banks that operate in Palestine. The proposed structural equation model was assessed using Partial Least Squares (PLS) techniques. The results revealed that the perceived transformational leadership can be associated with high levels of employee in-role and extra role performances, and the findings supported the proposed mediating hypothesis. With regard to the moderation analysis, the findings revealed that the proposed PIED only moderated the relationship between the behaviour of transformational leadership and in-role performance of employee. However, the relationship with extra role performance of employees was not supported. Additionally, this study also discussed the theoretical and practical implications, limitations of the study, and as well as the directions and suggestions for future researches.,Ph.D | - |
| dc.language.iso | eng | - |
| dc.publisher | UKM, Bangi | - |
| dc.relation | Graduate School of Business / Pusat Pengajian Siswazah Perniagaan | - |
| dc.rights | UKM | - |
| dc.subject | Leadership | - |
| dc.subject | Employee performance | - |
| dc.subject | Perceived investment in employee development (PIED) | - |
| dc.subject | Leadership. | - |
| dc.title | The mediating and moderating effects of perceived investment in employee development (PEID) on the relationship between transformational leadership and employee performance | - |
| dc.type | Theses | - |
| dc.format.pages | 278 | - |
| dc.identifier.callno | HD57.7 .A238 2015 | - |
| dc.identifier.barcode | 001486 | - |
| Appears in Collections: | Graduate School of Business / Pusat Pengajian Siswazah Perniagaan | |
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| File | Description | Size | Format | |
|---|---|---|---|---|
| ukmvital_81739+SOURCE1+SOURCE1.0.PDF Restricted Access | 3.9 MB | Adobe PDF |  View/Open |
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