The Effects Of Transformational Leadership On Subordinate Job Performance And Frustration: Self-Efficacy As A Mediator

With more and more Chinese enterprises participating in the internationalcompetition, employees are facing increasingly strict performance indicators and thetremendous frustration brought about by work pressure. They urgently need charismaticleaders to lead them to meet the challenges. At the same time, the management teamsrealize that they are unable to achieve the desired effect by the existing enterprise systemand management mode in some situations. They are also looking forward to finding a newmanagement mode which promotes the corporate goals. Thus the transformationalleadership begins to be business concerns, which is increasingly used to the actual work.According to the conclusions, transformational leadership usually has a very strongpersonal charm. And they are good at establishing lofty team goals, stimulating the teamenthusiasm and playing the advantages of team members. By virtue of his strengths,transformational leadership is not only outstanding to complete the task, but he is likely toenhance employees’ job performance and reduce their frustration. What is more,transformational leadership can find many effectively ways to achieve the above purpose.So we think that improving self-efficacy is the important way to be taken bytransformational leadership. In order to confirm the above speculations are correct, weexamine the impact of transformational leadership on employees’ job performance andfrustration and research the intermediary role of self-efficacy in the article. In the process,we collect the data of MBA students, complete statistical analysis by SPSS and LISREL.In the end, we comply with the method of testing mediators which Baron and Kennyproposed in1986to draw the results.After a series of research and analysis, we reach the following conclusions:(1)Transformational leadership has a significant positive effect on job performance.(2)Transformational leadership has a significant negative effect on frustration.(3) Self-efficacy cannot be the mediator between transformational leadership and jobperformance.(4) Self-efficacy can be the mediator between transformational leadershipand frustration. The conclusions are very helpful to our work.First, conclusion1and conclusion2indicate a direction to resolve employees’ jobperformance and frustration, and also provide an important basis for decision-makers tomake choices. Second, conclusion3proves that transformational leadership is possible touse other methods to enhance employees’ job performance. Finally, conclusion4makestransformational leadership find the solution to frustration.