THE CAUSAL RELATIONSHIP BETWEEN LEADERSHIP STYLES AND BOTH TASK AND CONTEXTUAL PERFORMANCE: INTERPERSONAL COMPETENCIES AS MEDIATORS IN THE RELATIONSHIP
Authors/Creators
- 1. PhD Student, Management Science University, Malaysia.
- 2. Department of Business Management, Elmergib University, Libya.
- 3. Graduate School of Management, Management and Science University, Malaysia.
- 4. Department of Business Management and Law, Management and Science University, Malaysia.
Description
Abstract
This study aimed to investigate empirically the effects of transactional and transformational leadership styles on both task and contextual performance, and the mediating role of interpersonal competencies of leaders in the relationship between predictive constructs and criterion constructs in five Libyan universities. 390 teaching members were randomly selected and filled in an online questionnaire and distributed it. 320 of 390 questionnaire were collected. Structural Equation Modeling (SEM) was applied to test ten hypotheses via the AMOS technique. The findings show that the transformational leadership has significant direct effect on interpersonal competencies, task performance, and contextual performance, whereas transactional leader has direct effect on task performance only. In addition, interpersonal competencies mediate the relationship between transformational leadership and both task performance and contextual performance, while it was not significant with transactional leadership and both task performance and contextual performance. These findings support the Economic and social exchange theory. Implications for future research are also discussed.