Transformational Leadership And Employee Job Performance: Reciprocal Intermediary Role

In the 1970s, transformational leadership as a new style of leadership has caused widespread concern in business and academics. However, the research on how it plays is not sophisticated enough. Bass once has pointed it clearly that transformational leadership is based on the exchange relationship of social.The exchange between leadership and staff is a reciprocal process. The reciprocity is also a principle of the exchange and has a great influence on it. Therefore, treating the relationship between the leader and staff as a social exchange relationship, using the reciprocity to explore the mechanism of transformational leadership is a new angle of view.This research is based on a sample of 202 valid samples from over 10 companies. The paper discusses the relationship of transformational leadership, reciprocity and job performance, especially explores whether the transformational leadership influence job performance by the reciprocity between organization and employees, and then gives recommendations on this basis. The conclusions of this paper are as follow:Transformational leadership has a positive effect on job performance; transformational leadership has a positive effect on reciprocity between organizations and employees; reciprocity has a positive effect on staff performance, and the effect of generalized reciprocity is stronger than that of balanced reciprocity.; reciprocity between organizations and employees mediated the relationship between transformational leadership and job performances, and the mediation of generalized reciprocity is stronger than that of balanced reciprocity.