Research On The Impact Of Transformational Leadership On Job Involvement

In the organization, organizational members will be affected by various factors, the leadership behavior and organizational members perceived fairness are two important factors, these are ways to members of the impact is the main research content.In the era of knowledge economy, the role of human resources has become increasingly apparent, development and use of human resources has been elevated to the strategic level. At present, Chinese enterprises generally have low utilization of talent, the enthusiasm of the staff needed for further development, and as "80,90" the new generation of employees gradually become a new force, combined with this part of the population with distinct characteristics of the times, so business managers how to effectively manage the new generation of employees has become an important topic of corporate survival and development.In recent years, the emergence of positive psychology in the spotlight, focus on research and traditional psychology negative psychological patterns are different, people from the potential positive psychology advocates, the actual construction of the virtues of having a meaningful, functional and strength, such as starting with a positive mental state re-interpretation of the phenomenon of human psychology and behavior, followed by many scholars to positive mental state and the consequent positive behavior introduced to the field of human resource management. Based on this, I am after a large number of literature data found through transformational leadership to motivate employees to actively manage psychology and behavior is a new generation of employees new effective model.In Organizations, employees can clearly feel the leader’s management style, and affected by it, transformational leadership and the leadership of different contractual traditional leaders by making staff aware of the importance of the task undertaken and the responsibility to inspire subordinates enthusiasm and high level of need, help subordinates to form positive professional values and complete the self-realization that subordinates for the team, the organization and the larger political interests beyond the individual interests.Job involvement is the recognition of the psychological work, job performance of a person considered to reflect the values of himself, it is the act of working with a positive attitude. Job involvement is not the opposite of burnout, it is a positive ongoing work status, exhibiting a high level of energy in the course of their work and a strong sense of identity, focus and undisturbed.Currently, many scholars have confirmed through research leadership styles and behaviors of staff job involvement will have a significant impact, positive psychologists believe, such as faith, hope, optimism and resilience of this positive mental state is a very important but easily overlooked factor being studied in addition to physical ability, mental ability, social resources. A major source of employee positive or negative mental states is the leadership behavior, these emotional and psychological states can work on their attitude and performance to accurately predict, transformational leadership can have a significant positive impact on the subordinates’job involvement, it can be a positive psychological effect on the subordinate capital, and subordinate psychological capital has a positive effect on job involvement. Therefore, this study from the perspective of subordinate psychological capital to explain the transmission mechanism of transformational leadership effect that subordinates the positive relationship between psychological capital intermediary Transformational Leadership and subordinates job involvement.Situational factors is an important direction to explore the impact of the effect of transformational leadership, organizational justice affect subordinate superiors’ transformational leadership acceptance and recognition, subordinates’role of psychological capital can be thus weaken or strengthen. Based on the above discussion, this article assumes a high sense of fairness more confident that the leadership of the organization’s employees, its produce high social identity, recognition of the right leadership behavior is legitimate, and therefore more willing to accept their influence, and transformational leadership will be more likely to shape psychological capital, and vice versa.On the basis of a literature review on the study presents five theoretical assumptions, and build a theoretical model of transformational leadership, psychological capital, job involvement and organizational sense of fairness. Then, combined with sophisticated measuring viewpoint paper questionnaire prepared by their predecessors, began to select vector table. This study is testing samples from mainly Inner Mongolia and Hubei, used by questionnaires, select the new generation of employees (mainly born after1980and1990) for the study. Electronic questionnaires distributed256copies,205recovered, the recovery is80.07%,after removing invalid questionnaires drawn186valid questionnaires, the effective rate of questionnaires is72.65%.This study used statistical analysis software SPSS17.0to questionnaire data processing and analysis, we mainly use the descriptive statistical analysis, reliability analysis, validity analysis, correlation analysis, regression analysis. According to the results of empirical analysis to verify the assumptions and models of this study, the following conclusions are:(1)Transformational leadership has a significant positive impact on subordinates psychological capital.(2)Psychological capital has significant positive impact on job involvement.(3)Transformational leadership has a significant positive impact on subordinates’job involvement(4)Under the mediation of psychological capital transformational leadership and positive relationship between job involvement.(5)Organizational justice between transformational leadership and subordinates psychological capital play a regulatory role, and lower organizational justice compared to the relationship between organizational justice higher transformational leadership style and subordinate psychological capital is stronger.Based on the above conclusions, this study provides practical recommendations and measures for managers how to more effectively manage the new generation of employees.Innovation of this paper is mainly reflected in:First, the study sample of innovation, it take the new generation of employees as the research object, and provide valuable advice to managers on how to manage the new generation of employees, hoping to arouse new research perspectives of scholars interested in the study of special groups; Second, In this study, the psychological capital creatively has been introduced to transformational leadership on the positive relationship between workers’ behavior.With previous studies focus only on the results of the work is different, this article focuses on the positive impact among members of the organization,has some innovative.Finally, Limitations of this study is to be admitted:First, the sample size and scope have limitations; Second, this study didn’t verify whether the organization can act as a moderator between psychological capital and job involvement. Then, according to this study deficiencies exist, the paper put forward the corresponding recommendations for the future research.