Impact Of Transformational Leadership On Employee’s Job Performance

Under current "new normal" economy situation, the economy grows from rapid growthto the high-speed growth, and the economic structure is continuous upgrading so thatinvestment-oriented economic growth will gradually give priority to the innovation-driveneconomic growth mode. In this case, the managers of enterprises must be able to lead the staffto adapt to ever-changing circumstances and promote the enterprise to go on with joint effortsof all staff. Meanwhile, enterprises’ better development relys on meeting employee’shigh-level needs thus improve their enthusiasm and subjective initiative. In recent years,research on transformational leadership which mainly concentrates on the tier of theory comesto increase, but empirical research is obviously not enough. At the same time,transformational leadership theory originates from top managers of western countries. Theeffect of this theory on junior managers remains open to question in China.Banking is thelifeblood of the financial industry, especially the commercial banks’ transformationaldevelopment potential is huge under the internet financial environment. However, documentsand information collected indicates the research on transformational leadership theory isterrible short on the banking sector. Therefore in this paper, the empirical research on how thetransformational leadership affects employee’s job performance in commercial banks will becarried on.Based on reviewing leadership behavior theory, job performance theory, job involvementtheory, this study will build model framework which will focus on how transformationalleadership affects bank employee job performance. At the same time, the relationship betweenabove mentioned variables will be explored from the perspective of demography and thenature and character of commercial banks. Among them, transformational leadership behavioris composed of four dimensions such as morale modeling,vision incentive,charisma andindividualized consideration. While job performance constructs of taskperformance,contextual performance and adaptive performance. On the basis of survey data,research on how the transformational leadership behavior influences job performance will bevalidated by using the statistical methods, that is, factor analysis, correlation analysis andregression analysis, etc. In the end, the paper will come to a conclusion and put forwardinstructional suggestions on the development of commercial banks.In this paper, the following conclusions:(1) Demographic variables such as age,education, length of service, professional level and nature of the impact of commercial bankcommercial bank employees perception of transformational leadership, the remaining demographic variables for the perception of transformational leadership was not significant;(2) Demographic variables seniority, qualifications and professional levels affect jobperformance business employees, and the remaining demographic variables and commercialbank staff for the performance difference was not significant;(3) Transformational leadershipon commercial bank staff performance has a significant positive impact. In addition to therelationship between moral example for peripheral performance was not significant, the restof the dimensions of transformational leadership has a significant positive impact on jobperformance dimensions. At the same time, incentives and personalized vision care staff ofcommercial banks has greater performance influence;(4) Job involvement plays anintermediary role between transformational leadership and employee job performance ofcommercial banks.