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rt, endorsements of practice change did not always translate into action. Engagement at a system level to support IPCP environments continues to be difficult in the face of priorities and demands competing for time, energy, and resources. Results suggest that the leadership workshops were helpful in mitigating some of ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6821575/ | Impact of Leadership Development Workshops in Facilitating Team-Based Practice Transformation - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.589 | 0.832 | ["leadership", "crisis"] | 439 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.141055 | [
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systems to commit to practice changes are needed. In addition to increasing understanding of how leadership development is impactful on facilitating practice change, findings also highlight features of the workshops that are important to consider in future efforts. All participants valued the highly interactive nature ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6821575/ | Impact of Leadership Development Workshops in Facilitating Team-Based Practice Transformation - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.83 | ["leadership", "philosophy"] | 467 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.141138 | [
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ul and engaging strategies in delivering content. Almost all participants valued the topics focused on skill building in communication and change implementation as well as “real-life” lessons learned from others to inform how to manage and sustain their own change process. Importantly, participants appreciated the oppo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6821575/ | Impact of Leadership Development Workshops in Facilitating Team-Based Practice Transformation - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.382 | 0.842 | ["communication", "economy", "philosophy"] | 497 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.141192 | [
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ping collaborative practice in clinical settings. Academic-practice partnerships are critical in building and evaluating sustainable models of team-based care ( Beal et al., 2012 ; Everett, 2012 ). In this project, the academic side of the partnership provided the training and coaching needed that in turn, ensured we m... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6821575/ | Impact of Leadership Development Workshops in Facilitating Team-Based Practice Transformation - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.828 | ["management", "crisis", "economy"] | 427 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.141241 | [
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g us understand their experiences and challenges. By remaining problem-focused and relevant, participants left every workshop with skills that could be directly applied in practice. Further, our commitment to flexibility in selecting topics and delivery methods, based on the needs of the team, contributed to the mutual... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6821575/ | Impact of Leadership Development Workshops in Facilitating Team-Based Practice Transformation - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.559 | 0.848 | ["management", "crisis"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.141298 | [
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s, and being adaptable to the changing needs of the team, we were able to be successful and sustain progress. Our partnership was an operationalization of a bridge between academia and practice where each partner informed the project’s work and created a mutually beneficial learning community. Our findings have several... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6821575/ | Impact of Leadership Development Workshops in Facilitating Team-Based Practice Transformation - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.577 | 0.85 | ["management", "philosophy", "education"] | 503 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.141356 | [
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a key component to reinforcing team development. By working with the AHF Change T | https://pmc.ncbi.nlm.nih.gov/articles/PMC6821575/ | Impact of Leadership Development Workshops in Facilitating Team-Based Practice Transformation - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.578 | ["management"] | 81 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.141415 | [
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Full text links Cite Display options Display options Format Abstract PubMed PMID Abstract As a leader, you naturally influence other people. One of the most common ways you impact others is by being involved in their growth and improvement. We value people who have helped us grow and develop, and we are appreciated whe... | https://pubmed.ncbi.nlm.nih.gov/26596390/ | The Leader As Coach - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.591 | 0.874 | ["leadership", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.373275 | [
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ch in PubMed Search in MeSH Add to Search LinkOut - more resources Full Text Sources ClinicalKey Nursing Elsevier Science Ovid Technologies, Inc. | https://pubmed.ncbi.nlm.nih.gov/26596390/ | The Leader As Coach - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.746 | [] | 145 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.373587 | [
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Front Psychol . 2018 Nov 29;9:2338. doi: 10.3389/fpsyg.2018.02338 The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior Barbara Steinmann Barbara Steinmann 1 Work and Organizational Psychology, Department of Psychology, Bielefeld University, Bielefeld, Germany Find a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.842 | ["education", "leadership", "career", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.621388 | [
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University, Bielefeld, Germany Find articles by Hannah J P Klug 1 , Günter W Maier Günter W Maier 1 Work and Organizational Psychology, Department of Psychology, Bielefeld University, Bielefeld, Germany Find articles by Günter W Maier 1 Author information Article notes Copyright and License information 1 Work and Organ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.556 | 0.692 | ["education", "philosophy"] | 496 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.621723 | [
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iversity of Toledo, United States Reviewed by: M. Teresa Anguera, University of Barcelona, Spain; Joann Farrell Quinn, University of South Florida, United States ✉ *Correspondence: Barbara Steinmann, barbara.steinmann@uni-bielefeld.de This article was submitted to Organizational Psychology, a section of the journal Fro... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.558 | 0.822 | ["education"] | 449 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.621820 | [
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2018. Copyright © 2018 Steinmann, Klug and Maier. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the origi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.85 | ["innovation"] | 498 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.621887 | [
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permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC6281759 PMID: 30555375 Abstract While leading through goals is usually associated with a task-oriented leadership style, the present work links goal setting to transformational leadership. An online survey with two time points was conducte... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.451 | 0.834 | ["leadership", "philosophy", "career"] | 499 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.621939 | [
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ment, and proactive behavior via goal attributes. Findings indicate that transformational leaders influence the extent to which followers evaluate organizational goals as important and perceive them as attainable. Multiple mediation analysis revealed that these goal attributes transmit the effect of transformational le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.436 | 0.83 | ["leadership", "philosophy", "career"] | 494 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622023 | [
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fferential importance for the different outcomes. Keywords: transformational leadership, goal setting, organizational goals, goal importance, goal attainability Introduction Although the setting of goals has been emphasized to be one of the most important tasks of leaders (e.g., Tett et al., 2000 ), goals and leadershi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.429 | 0.672 | ["leadership", "philosophy"] | 433 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622078 | [
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research perspectives (cf. Berson et al., 2015 ). In the field of goal research many efforts centered on the setting of goals in organizational contexts. As a core finding, a multitude of studies (for an overview: Locke and Latham, 2002 ) revealed that setting specific and moderately difficult goals results in increase... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.86 | ["crisis", "education", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622133 | [
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task-related knowledge and strategies ( Locke and Latham, 2002 ). Studies further showed that the strength of this association depends on certain goal attributes, an individual’s self-efficacy beliefs, as well as feedback on and the complexity of the task. Apart from its impact on an individual’s job performance and wo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.575 | 0.834 | ["motivation", "career", "education", "philosophy"] | 433 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622183 | [
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one’s self-regulation ( Latham and Locke, 1991 ). Their self-regulative function results as specific and difficult goals point out a discrepancy between a current and a future state and clarify the acceptable level of performance ( Latham and Locke, 1991 ). Goals, however, may not only be set by another person but also... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.386 | 0.856 | ["crisis", "philosophy"] | 481 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622365 | [
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earchers (e.g., Emmons, 1986 ; Brunstein, 1993 ). In the field of leadership research, goals have initially been assigned a dominant role in those conceptions, which highlight a leader’s task orientation. Task-oriented leaders focus on getting their work done and completing assignments ( Bass, 1990 ). Such leaders ther... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.479 | 0.85 | ["leadership"] | 500 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622450 | [
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to exert control in leader-follower interactions. Instead of viewing the assignment of goals as a way to monitor followers, in the present study, we embed the goal setting of leaders into the context of motivating and enabling subordinates. In so doing, we concentrate on the construct of transformational leadership, as... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.639 | 0.852 | ["leadership", "philosophy", "motivation", "education"] | 488 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622507 | [
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wer their subordinates ( Bass and Riggio, 2006 ). In motivating and enabling followers, goals have variously been assigned a central role in the theory of transformational leadership (e.g., Shamir et al., 1993 ; Conger and Kanungo, 1998 ). Therefore, a goal-perspective to transformational leadership is straightforward.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.467 | 0.708 | ["leadership", "education", "philosophy", "war_conflict"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622591 | [
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ated in the field of goal research into study efforts on effective leadership. Only if we consider both research domains jointly, we can get the best picture possible of how leaders influence followers and the way they pursue the goals these leaders set. Intertwining findings and theoretical assumptions on goal setting... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.455 | 0.85 | ["leadership", "education", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622642 | [
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ter followers’ perception of organizational goals to be important and attainable, and by these means, to increase their job satisfaction, organizational commitment, and proactive behavior. That way, the present study helps in bringing together the different streams of research and to generalize extant evidence on assig... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.44 | 0.84 | ["leadership", "education", "career", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622702 | [
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the inner workings of transformational leadership for which empirical evidence is yet scarce. As such, the present work also contributes to further substantiating theoretically derived mechanisms of transformational leadership and thus to our understanding of how these leaders exert their extraordinary influence on fol... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.832 | ["leadership", "philosophy", "motivation"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622760 | [
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onal objectives and to realize performance outcomes, which exceed beyond expectations. According to Bass (1985) , leaders accomplish this process of motivating and transforming followers by (1) heightening their awareness of the importance and value of designated goals, (2) encouraging them to transcend self-interests ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.508 | 0.698 | ["strategy", "philosophy", "leadership", "management", "war_conflict"] | 491 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622825 | [
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n and act as role models in attaining the vision. More specifically, TLs are able to ideally influence subordinates due to their exceptional charisma and prompt followers to personally identify with them ( Bass, 1985 ). Based on this emotional attachment, TLs instill within followers the desire to emulate their leaders... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.527 | 0.862 | ["strategy", "leadership", "management"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622875 | [
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fidence in followers’ abilities to attain this higher-order goal ( Bass, 1985 ). By this means, they inspirationally motivate followers to achieve more than expected. As they tie the ideological vision to the collective’s future, TLs foster the acceptance of group goals and enhance the cooperation within teams ( Podsak... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.41 | 0.858 | ["motivation", "strategy", "management", "war_conflict"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622929 | [
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ng subordinates’ awareness of problems that way ( Podsakoff et al., 1990 ). TLs clearly express the high performance demands they have and expect excellence and high quality work from followers ( Podsakoff et al., 1990 ). Concurrently, they also attend to followers’ needs, listen to their particular concerns, and are i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.597 | 0.862 | ["war_conflict", "philosophy", "motivation"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.622982 | [
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er and Kanungo (1998) claimed that more insights into the process of motivating and transforming followers were needed and called for a more processual perspective on transformational leadership. They developed a three-stage model, which aimed at illustrating how TLs transform subordinates and move them from an existin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.51 | 0.838 | ["philosophy", "leadership", "war_conflict"] | 467 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623040 | [
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ituation at work and its surrounding environment. In this initial stage, they actively search the status quo for existing or potential shortcomings. Based on the deficiencies they identify, goals are then derived, formulated, and conveyed in the second stage. By articulating a very discrepant and idealized goal, TLs pr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.556 | 0.832 | ["crisis", "philosophy"] | 417 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623095 | [
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e for change to their followers ( Conger, 1999 ). In the final stage, they build trust in the goals they disseminate and demonstrate how these goals can be attained. The model thus highlights the communication and implementation of a vision or goal as a key mechanism of transformational leadership. Goal Setting, Self-R... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.449 | 0.856 | ["leadership", "philosophy", "communication", "strategy", "career"] | 477 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623152 | [
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yee’s job performance ( Locke and Latham, 2002 ). By setting followers’ goals, leaders create a discrepancy between a current situation and a future state and, with regard to work-related tasks, emphasize what constitutes an adequate level of performance. That way, they provide a sense of purpose, which coordinates and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.864 | ["leadership", "philosophy", "communication", "career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623263 | [
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their subordinates’ goal pursuit anymore and followers have to plan and organize the goal striving process autonomously. In order to attain organizational goals, employees therefore have to be able to self-regulate at work. Traditionally, self-regulation is defined as processes that “enable an individual to guide his/h... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.571 | 0.842 | ["agents"] | 501 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623496 | [
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behavior, or attention” ( Karoly, 1993 , p. 25). This definition points out that in the process of self-regulation, goals are an essential component ( Vancouver, 2000 ). Moreover, it describes self-regulation as a volitional process of translating the goals, which have been set into action. In a series of experiments, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.363 | 0.854 | ["agents"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623553 | [
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mentally contrasting the desired future with reality, dwelling on negative aspects of the current reality, and indulging in the desired future. The authors observed that as a function of these three self-regulatory thoughts, feelings of identification with the goal, expectations of success, and effortful goal striving ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.375 | 0.844 | ["communication"] | 502 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623601 | [
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l him-/herself and are therefore person-specific. Models of personal goal pursuit emphasize the personal significance and uniqueness of these goals and acknowledge the autonomy and self-determination during the goal striving process (e.g., Emmons, 1986 ; Brunstein, 1993 ). Knowledge gathered in the domain of personal g... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.403 | 0.856 | ["education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623653 | [
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’ self-concepts ( Shamir et al., 1993 ) and lead them to internalize these goals ( Bono and Judge, 2003 ), subordinates perceive these goals to be highly self-consistent ( Shamir et al., 1993 ) and feel goal-directed actions to be driven by personally held values ( Bono and Judge, 2003 ). TLs hence seem to be able to t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.49 | 0.878 | ["ethics"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623742 | [
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, 1999 ), which is well-established in the field of personal goal research, there are two decisive factors that determine one’s success in pursuing personal goals as well as the subjective well-being of the goal striver: the valence followers attach to the goals and the degree to which they perceive the goals to be att... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.387 | 0.72 | [] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623835 | [
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al to be attainable first leads individuals to decide to pursue that goal ( Heckhausen and Kuhl, 1985 ). Maier and Brunstein (2001) adapted this model to the work domain and report evidence, which suggests that the two goal attributes account for changes in job satisfaction and organizational commitment. They conclude ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.398 | 0.864 | ["decision_making", "career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623900 | [
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a life situation that provides favorable conditions to materialize these goals” ( Maier and Brunstein, 2001 , p. 1035). Combining self-regulation theory and the personal goal model, one can assume that the goal attributes highlighted in the personal goal model result from the self-regulatory processes Oettingen et al. ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.368 | 0.856 | ["agents"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.623950 | [
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nomous goal pursuit regardless of whether the goal had been set by a leader or by the follower him-/herself. If we transfer these considerations to the organizational goal setting process, we assume that in order to facilitate followers’ goal pursuit, leaders have to enhance their followers’ evaluation of the goal’s im... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.848 | ["leadership", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624006 | [
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of transformational leadership has widely been ascribed to its impact on followers’ perception of organizational goals, empirically this relation experienced far less attention. Those studies which indeed focused on goal attributes found transformational leadership to positively relate to followers’ evaluation of the g... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.619 | 0.836 | ["leadership", "philosophy", "crisis"] | 456 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624078 | [
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, as well as its clarity ( Wright et al., 2012 ). Followers of TLs further rated organizational goals to be more consistent with their own values and interests ( Bono and Judge, 2003 ) and showed a higher agreement with their leaders on strategic goals ( Berson and Avolio, 2004 ). On the team level, transformational le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.616 | 0.884 | ["leadership", "management", "strategy", "ethics", "negotiation"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624133 | [
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team members attach to the goals ( Colbert et al., 2008 ). In line with our reasoning on the value of a goal’s importance and attainability in an autonomous goal accomplishment, Latham and Locke (1991) stated that leaders can play a significant role in facilitating their followers’ goal pursuit by convincing them that ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.854 | ["leadership", "philosophy", "management", "agents", "education"] | 487 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624311 | [
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nd their relation to transformational leadership. Empirically, transformational leadership has already been related to a goal’s importance ( Colbert et al., 2008 ). This study, though, focused on the degree of goal importance congruence among team members. Finer-grained analyses, however, suggested that rather than the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.834 | ["leadership", "philosophy", "management", "career", "education"] | 492 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624370 | [
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leadership and followers’ job-related attitudes. To substantiate these initial findings and hence theoretical assumptions on the mechanisms of transformational leadership, followers’ individual evaluations of a goal’s importance have to be further examined in the context of these leadership behaviors. Goal clarity, spe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.472 | 0.828 | ["leadership", "philosophy", "crisis", "career"] | 460 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624423 | [
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Wright et al., 2012 ; Bronkhorst et al., 2015 ). Besides, this leadership style has been shown to be closely associated with followers’ broader feeling of having the ability to perform successfully ( Kark et al., 2003 ). However, irrespective of the central role it has been assigned theoretically, evidence on the impac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.488 | 0.834 | ["leadership", "philosophy"] | 428 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624478 | [
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f a specific goal’s attainability is yet missing. Studies linking transformational leadership and followers’ perception of a goal’s importance and attainability may thus give further evidence-based insides into the process of how TLs transform followers and motivate them to achieve more than expected beyond existing re... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.846 | ["leadership", "philosophy", "motivation"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624714 | [
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its achievement relative to other work- or non-work-related goals ( Hollenbeck and Williams, 1987 ). It indicates how closely one regulates this goal compared to other goals ( Powers, 1978 ). Goal importance is a significant driver of an individual’s goal commitment ( Locke and Latham, 2002 ), and, as such, aligns one’... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.838 | [] | 417 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624770 | [
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the specific goal ( Hollenbeck and Klein, 1987 ). As a result, people extend their effort and invest more time even if they face difficulties or obstacles during the goal pursuit. In sum, goal importance is a significant determinant of one’s motivation to achieve certain goals ( Bandura, 1997 ). For this reason, it is ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.433 | 0.848 | ["leadership", "motivation", "crisis", "philosophy"] | 459 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624829 | [
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erception of an organizational goal’s importance. In the very beginning, researchers argued that supervisors’ legitimate authority to assign goals or their physical presence was sufficient to create commitment to and raise a goal’s importance ( Ronan et al., 1973 ). Later, Latham and Saari (1979) showed that a supporti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.608 | 0.858 | ["leadership"] | 505 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624882 | [
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tor (“tell and sell” style; Locke et al., 1988 ). Moreover, if leaders communicate an inspiring vision they may enhance the attractiveness of attaining a certain goal and accentuate its importance ( Berson and Avolio, 2004 ). Vision articulation, rationales, and a supportive leadership style seem to foster followers’ g... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.613 | 0.846 | ["leadership", "strategy", "communication", "war_conflict"] | 458 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624942 | [
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ewarding or favorable ( Locke and Latham, 2002 ). In addition, goals gain in importance if followers are involved in the goal setting process. Under this condition, they own the goals agreed upon ( Locke and Latham, 2002 ). Sheldon et al. (2002) developed a goal intervention program, which aimed at increasing one’s sen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.396 | 0.858 | ["strategy", "ethics", "war_conflict"] | 483 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.624992 | [
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es these goals express (“Own the goal” strategy). Besides, participants were motivated to reflect upon the longer-term goals their current goals serve (“Remember the big picture” strategy). These strategies as well as the leadership attributes, which have been found to strengthen followers’ perception of a goal’s impor... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.582 | 0.856 | ["leadership", "strategy", "motivation", "ethics"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625049 | [
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ork in terms of collectively approved values ( Shamir et al., 1993 ). That way, they provide a meaningful and stimulating rationale for the work to be done but also transform followers’ beliefs and values ( Conger and Kanungo, 1998 ). By aligning followers’ values to the higher-order mission they articulate, TLs create... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.862 | ["ethics", "philosophy"] | 481 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625103 | [
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s of goal accomplishment ( Shamir et al., 1993 ). Besides strengthening the importance of organizational goals via their alignment to an ideological vision, TLs also foster followers’ sense of ownership by involving them in important organizational decisions. In so doing, TLs delegate responsibilities, are open to foll... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.418 | 0.86 | ["strategy", "leadership", "decision_making", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625159 | [
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ls in terms of a higher-order vision and link them to subordinates’ values but also grant subordinates responsibility during the goal pursuit, we assume followers to perceive the goals their TLs set to be more important. Hypothesis 1: We suggest that the more transformational followers perceive their supervisors to lea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.836 | ["leadership", "strategy", "ethics", "philosophy"] | 430 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625212 | [
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l goals set by or agreed upon with these leaders. Transformational Leadership and Goal Attainability Goal setting theory states that for goals to be motivational, they have to be specific and challenging but yet attainable ( Locke and Latham, 1990 , 2002 ). Goal attainability indicates how favorable or unfavorable goal... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.388 | 0.86 | ["leadership", "motivation", "war_conflict", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625263 | [
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ious opportunities to strive toward the goal, has control over the goal striving process, and receives goal-related support from his/her social network ( Brunstein, 1993 ). Accordingly, leaders have three levers to adjust in order to make goals more attainable: opportunities, control, and support. Social support is an ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.84 | ["war_conflict", "leadership", "networking"] | 466 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625321 | [
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warter et al., 1999 ; Viswesvaran et al., 1999 ). In a meta-analysis, Ng and Sorensen (2008) showed that compared to colleagues or the organization as a whole, supervisors are the most valuable source of social support. This value of supervisory support is also acknowledged by the theory of transformational leadership.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.858 | ["leadership", "war_conflict", "education", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625373 | [
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, and being caring and nurturing ( Bass and Avolio, 1994 ; Conger and Kanungo, 1998 ). Besides, TLs demonstrate how goals may be attained ( Conger, 1999 ). By providing this kind of social and instrumental support, TLs are likely to positively affect followers’ perception of being able to attain the goals set by their ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.874 | ["leadership", "career"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625450 | [
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d empowerment ( Bass, 1985 ; Kark et al., 2003 ). To achieve these ends, they use empowering leadership behaviors such as delegating responsibilities and enabling employees to make important decisions, providing resources, and background information about organizational processes, as well as enhancing followers’ capaci... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.456 | 0.858 | ["leadership", "decision_making", "philosophy"] | 509 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625498 | [
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, 2001 ; Dvir et al., 2002 ; Kark et al., 2003 ). Self-effective and empowered persons believe in their capability to perform successfully, have a sense of having choice in initiating and regulating actions, and are able to influence outcomes at work ( Spreitzer, 1995 ). As such, these followers ought to feel a higher ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.575 | 0.872 | ["decision_making", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625572 | [
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ey propagate, the intellectual stimulation TLs practice leads followers to also see and explore new ways of approaching their jobs and completing their tasks ( Peng et al., 2016 ). This motivation to rethink the way they pursue organizational goals likely makes followers aware of new and different opportunities they ha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.514 | 0.86 | ["leadership", "war_conflict", "motivation", "career", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625632 | [
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o increase followers’ perception of being able to attain their organization’s goals. Therefore, we assume a positive association between transformational leadership and followers’ attainability evaluation of the goals, which had been set by or agreed upon with these leaders. Hypothesis 2: We suggest that the more trans... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.467 | 0.842 | ["leadership", "philosophy"] | 489 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625683 | [
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l goals set by or agreed upon with these leaders. Transformational Leadership, Goal Attributes, and Followers’ Job Attitudes and Performance We were not only interested in the question whether TLs are able to facilitate their followers’ goal pursuit but also in showing that this process of motivating and enabling makes... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.848 | ["leadership", "career", "philosophy", "motivation"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625837 | [
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heir subordinates’ job attitudes, motivation, performance, and proactive behavior at work ( Fuller et al., 1996 ; Lowe et al., 1996 ; Judge and Piccolo, 2004 ; Wang et al., 2011 ). Out of the multitude of possible outcomes, we drew on indicators of successful organizational adaptation, as today’s changing work environm... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.592 | 0.844 | ["motivation", "crisis", "career", "philosophy"] | 452 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625891 | [
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dapt to new challenges ( Gordon and Yukl, 2004 ). Specifically, we examined followers’ job satisfaction, organizational commitment, and proactive behavior for indicating an employee’s willingness to accept new challenges in the future ( Bateman and Crant, 1993 ; Cordery et al., 1993 ; Yousef, 2000 ). Previous research ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.402 | 0.86 | ["crisis", "career", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.625984 | [
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ir performance (e.g., Lee et al., 1991 ; Maier and Brunstein, 2001 ; Locke and Latham, 2002 ). In line with these findings, we assume that TLs facilitate their followers’ goal pursuit process and exert their positive influence on work attitudes and proactive behavior by increasing followers’ perception of the importanc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.579 | 0.85 | ["philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626042 | [
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ance and attainability jointly mediate the relationship between their perception of their leaders’ transformational leadership behavior and (a) their job satisfaction, (b) organizational commitment, and (c) proactive behavior. Materials and Methods Procedures and Participants In order to test our hypotheses, we collect... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.836 | ["leadership", "networking", "career", "philosophy"] | 503 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626092 | [
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behavior and to list three organizational goals. For each of these goals, participants then indicated its importance and attainability. Job satisfaction, organizational commitment, and proactive behavior were assessed at the second measurement occasion, which was scheduled 4 weeks after the first measures had been take... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.427 | 0.856 | ["leadership", "career"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626148 | [
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within a long period of time ( van Dierendonck et al., 2004 ). Data sets were matched based on a pre-structured ten-digit code, which participants generated at T1 and T2. At the beginning and at the end of the first part of the survey, we informed participants that the study consisted of two parts. After completing T1,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.876 | ["communication", "education", "philosophy"] | 510 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626201 | [
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ted to provide an email address to which the link to the second part was sent by the survey software. In order to ensure anonymity, the survey software had been programmed in a way so that it automatically sent without our assistance a prewritten invitation mail to the second part of the survey to the address participa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.35 | 0.872 | ["communication", "war_conflict"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626253 | [
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ted to analyze them, email addresses were removed from the data set. Prior to collecting the data, we presented the study to our university’s ethics committee. As it did not deviate from legal regulations or the ethical guidelines of the German Association of Psychology, the ethics committee authorized the study in its... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.379 | 0.852 | ["ethics", "education", "communication", "philosophy"] | 478 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626312 | [
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not obtain their signed declarations of consent. Yet, we informed them about the study’s content, duration, and aims, and we highlighted that, at any time, participants could abandon the online questionnaire by closing the browser or tab. Participants were assured that incomplete data sets would be deleted and would no... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.298 | 0.852 | ["education", "philosophy"] | 510 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626364 | [
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e granted the opportunity to still withdraw their data after completing the entire questionnaire. Participants were recruited in (virtual) business networks and on social media platforms. In sum, 292 employees finished the first part of the questionnaire, but only 144 of them completed its second part. Given the high d... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.491 | 0.846 | ["networking", "philosophy"] | 468 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626413 | [
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participants who did not answer its second part. Analyses did not reveal any systematic drop-out (all p > 0.05). Due to missing data across both measurement occasions, we had to exclude 16 participants from the analyses, so that the final sample consisted of 128 followers. Among them, 60.90% were females. The average a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.35 | 0.714 | ["crisis"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626465 | [
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services, industrial companies) and had been working for their current organization an average of 8–9 years ( M = 8.57, SD = 8.99). At the time they completed the survey, followers had been collaborating with their current leader for about three and a half years ( M = 3.52, SD = 3.36). Measures Listing and Assessment o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.584 | 0.716 | ["leadership", "crisis", "economy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626518 | [
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by asking participants to freely generate and notice up to three work-related goals. Goals were defined as objectives, projects, and plans related to one’s job that were set by or agreed upon with one’s leader. Given the future-orientation of the higher-order vision transformational leaders articulate ( Bass, 1985 ), p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.834 | ["leadership", "strategy", "career", "philosophy"] | 434 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626594 | [
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ouraged to pursue during the following 12 months. After listing these goals, participants indicated the extent to which they perceived each of them to be important and attainable on a five-point response scale ranging from 1 = not at all to 5 = very much . We computed an overall measure of goal importance and goal atta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.552 | 0.862 | [] | 504 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626639 | [
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level is sufficient reliability of the aggregate. In order to determine the homogeneity [ICC(1)] and reliability [ICC(2)] of the goal ratings, we calculated intraclass correlation coefficients as suggested by Lüdtke and Trautwein (2007) . ICC(1) coefficients were 0.38 for importance and 0.37 for attainability. The corr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.365 | 0.7 | [] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626685 | [
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y increases the more goals that are being evaluated. As in the present study only three goals were assessed, intraclass correlation coefficients are within an acceptable range ( Lüdtke and Trautwein, 2007 ). Transformational Leadership To determine followers’ perceptions of their leaders’ transformational leadership be... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.605 | 0.828 | ["leadership", "philosophy", "education"] | 447 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626736 | [
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(1990) ; German form: Heinitz and Rowold (2007) . With its 22 items, the scale covers the transformational leadership behaviors articulating a vision (“My supervisor paints an interesting picture of the future for our group”), providing an appropriate model (“My supervisor provides a good model for me to follow”), fost... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.598 | 0.706 | ["philosophy", "leadership", "strategy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626802 | [
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tions (“My supervisor shows us that he/she expects a lot from us”), providing individualized support (“My supervisor behaves in a manner thoughtful of my personal needs”), and offering intellectual stimulation (“My supervisor challenges me to think about old problems in new ways”). On a response scale ranging from 1 = ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.57 | 0.852 | ["leadership", "crisis"] | 472 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.626981 | [
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internal consistency of the measure was α = 0.93. Job Satisfaction Participants’ job satisfaction was measured using the short version of Neuberger and Allerbeck’s (1978) Job Description Form. The unidimensional scale covers one’s satisfaction with seven facets of work (working conditions, tasks, relationship with coll... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.812 | ["career", "networking", "management", "salary", "philosophy"] | 428 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.627443 | [
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nities, organization and management, and salary). Items were rated on a seven-point Kunin-scale ranging from 1 = completely dissatisfied to 7 = completely satisfied . Reliability of the scale was 0.82. Organizational Commitment Organizational commitment was measured with the short version of the Organizational Commitme... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.525 | 0.856 | ["management", "negotiation", "salary", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.627608 | [
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from 1 = strongly disagree to 5 = strongly agree ) to nine statements about their identification with and involvement in their organizations (“For me this is the best of all possible organizations for which to work”). Cronbach’s alpha of the scale was 0.91. Proactive Behavior To assess participants’ proactive behavior,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.552 | 0.836 | [] | 441 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.627666 | [
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or questionnaire ( Staufenbiel and Hartz, 2000 ). The scale comprises five items (“I bring in innovative ideas to improve the quality of my department”) which assess an employee’s voluntary behaviors directed at keeping oneself informed about one’s organization, advancing its quality and performance, as well as improvi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.854 | ["philosophy", "resume"] | 486 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.627720 | [
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agree and showed an internal consistency of 0.82. Results Table 1 presents the means, standard deviations, and correlations of the study variables. Hypotheses 1 and 2 assumed a positive association between transformational leadership and followers’ evaluation of the organizational goals that were set by or agreed upon ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.438 | 0.85 | ["leadership", "philosophy", "education"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.627784 | [
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ed to the importance they attach to these goals ( r = 0.30, p < 0.01) and to the attainability they ascribe to them ( r = 0.23, p < 0.01). Hypotheses 1 and 2 are thus supported. Table 1. Descriptive statistics and correlations of the study variables. Variable M SD 1 2 3 4 5 1. Transformational leadership 3.31 0.63 2. G... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.401 | 0.716 | ["leadership", "career", "education", "philosophy"] | 455 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.627839 | [
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0.019187714904546738,
0.010562335141003132,
-0.006097275763750076,
0.0556706... | ||
satisfaction 4.83 1.01 0.67*** 0.34*** 0.33*** 5. Organizational commitment 3.45 0.78 0.54*** 0.31*** 0.23* 0.69*** 6. Proactive behavior 3.72 0.73 0.24** 0.20* 0.29** 0.20* 0.33*** Open in a new tab N = 128. ∗ p < 0.05, ∗∗ p < 0.01, ∗∗∗ p < 0.001. Hypothesis 3 supposed the goal attributes to jointly transmit the effec... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.597 | 0.692 | ["leadership", "career", "philosophy"] | 447 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.627916 | [
-0.0136141087859869,
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0.05744471028447151,
0.05343726649880409,
0.015848... | ||
izational commitment, and (c) proactive behavior. To explore this assumption, we tested a multiple mediation model according to Preacher and Hayes (2008) using Hayes’ (2013) PROCESS macro for SPSS. Their approach allows the testing of multiple mediators and multiple outcomes also in smaller samples and accounts for the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.838 | [] | 451 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.627986 | [
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0.044006697833538055,
0.02956083... | ||
normally distributed ( MacKinnon et al., 2004 ). In order to yield more precise estimates, total and specific indirect effects are bootstrapped and confidence limits for these effects are estimated. In our study, we drew on 95% bias-corrected and accelerated confidence intervals (BCa CI) based on 5,000 bootstrap sample... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.852 | ["leadership", "career", "education", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.628049 | [
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tors operating in parallel, as well as job satisfaction, organizational commitment, and proactive behavior as outcomes) within a single multiple mediation model. In line with previous meta-analyses ( Fuller et al., 1996 ; Lowe et al., 1996 ; Judge and Piccolo, 2004 ; Wang et al., 2011 ), we found significant total effe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.583 | 0.714 | ["leadership", "career", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.628110 | [
-0.01425393857061863,
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0.039... | ||
= 0.671, BCa CI [0.488, 0.853]), and proactive behavior ( b = 0.282, BCa CI [0.084, 0.480]). For each outcome this effect decreased in size when the goal attributes were considered simultaneously (see the values of the direct effects of transformational leadership on the outcome variables displayed in Figure 1 ). Where... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.415 | 0.7 | ["leadership", "philosophy", "ethics", "career"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.628165 | [
0.0030781447421759367,
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0... | ||
or goal attributes suggesting partial mediation, the one on proactive behavior turned out to be only marginally significant under this condition ( Figure 1 ). Estimates of the total indirect effect show that, together, both goal attributes mediate the effect of perceived transformational leadership on followers’ job sa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.587 | 0.704 | ["leadership", "career", "philosophy"] | 490 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.628218 | [
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0.006580555811524391,
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ive behavior ( b = 0.086, BCa CI [0.020, 0.188]). Hypothesis 3 is thus supported. Given that we considered multiple mediators, we could not draw on Preacher and Kelley’s (2011) κ 2 in determining the size of the indirect effect, but had to rely on the ratio of the indirect effect to the total effect ( MacKinnon et al.,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.358 | 0.894 | ["ethics"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.628274 | [
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0.010... | ||
nd may exhibit values below 0 if one of these effects is negative ( Hayes, 2013 ). For job satisfaction, 10.4% of the total effect of transformational leadership was transmitted by the goal attributes, for organizational commitment 10.5% of the total effect resulted from mediation, and in proactive behavior this propor... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.578 | 0.864 | ["leadership", "philosophy", "ethics", "career"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.628330 | [
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f goal attributes on outcomes within the multiple mediation model. Besides the total indirect effect, PROCESS also estimates the extent to which each mediator transmits the effect of the predictor on the outcome conditional on the presence of the other intervening variables operating in parallel ( Preacher and Hayes, 2... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6281759/ | The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.836 | [] | 438 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:15.628376 | [
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