Study On The Impact Mechanism Of Transformational Leadership Behavior On Job Performance

The 21st century is the era of knowledge explosion, business managers must be able to lead the staff to meet the environmental requirements, enterprises rely on all employees joint efforts to promote the continuous progress of enterprise, allows businesses to the tide of economic globalization place. Business leaders must be able to fully arousing the positive initiative of the staff to get the maximum development of the enterprise. Therefore, the research on the impacting mechanism of transformational leadership behavior on job performance, thus improving the overall efficiency has important significance.In the review of leadership theory, job satisfaction theory, job performance, behavior theory and reciprocity theory, this paper constructed the model of transformational leadership effects on job performance. The core of the model is the mediator of job satisfaction and moderator of reciprocity. Among them, transformational leadership, including four dimensions: vision, motivation, leadership charm and personalized care, job performance includes the three dimensions: task performance, contextual performance and adaptive performance. Reciprocal behavior includes generalized reciprocity, balanced reciprocity and negative reciprocity. In addition, the study proposes five main hypotheses and 12 sub-hypothesis, and on based of the survey data, it uses the factor analysis, correlation analysis, hierarchical regression analysis and stepwise regression analysis and other methods, to verify the assumptions. Finally, combining leadership theory and practice, this paper proposes the strategies and recommendations to enhance employee job satisfaction respectively, from the terms of leadership, job satisfaction and reciprocity.According to survey results and data analysis, the following conclusions can be obtained. The composition variable of transformational leadership (that is, virtue offer as an example, vision, motivation, leadership charisma, personal care) have different effects on the performance which includes three constituent variables (i.e., task performance, contextual performance, adaptability, performance): the personalized is the most relevant relationship with around performance; followed by the personalized care and virtue which have significant relationship with adaptability performance; work satisfaction played an intermediary role between transformational leadership behavior and job performance, In the relationship between Transformational leadership variables and the employee satisfaction, and employee satisfaction is the most relevant with virtues.. In the relationship between the job satisfaction and job performance, the strongest relationship exists in job satisfaction and around performance. Among three constituent variables of reciprocity, generalized reciprocity and balance of reciprocity played a regulatory role on transformational leadership behavior and the job satisfaction, but negative reciprocity did not play a regulatory role.Enterprises which want to maintain good employee satisfaction, and thus improve performance, enhance their ability to adapt to the complex competitive environment, they must grasp these four leadership variables. Therefore, the enterprises are to improve staff performance, improve the overall efficiency of enterprises, the need extra concerns on staff attitude, combined with the power of mutual adjustment, targeted to develop appropriate strategies to enhance the adaptability and competitiveness.