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How Chinese Expatriates Transformational Leadership affect the Employees Performance: mediating and moderating roles

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Listed:
  • Lual Daniel Kur

    (Business School, University of International Business and Economics (UIBE), Beijing, China.)

  • Niu xiongying

    (Business School, University of International Business and Economics (UIBE), Beijing, China.)

Abstract

The study investigated how Chinese expatriates Transformational Leadership to local people affect staff performance, evaluation roles, and rating, and the relationship between change leadership and job performance and organizational behavior. The researcher assessed the participatory role of the work through the organization’s work ethic and cultural intelligence. It is also a necessary role for African labor values ??through labor performance with the OCB. The investigator sampled 300 staff members and 20 guards. 2 questionnaires used for data collection. The information was coded, filtered, and uploaded to SPSS. Correlation analysis, regression analysis, Andrew F. Hayes 3.4 procedure, and Sobel test are used to answer the hypothesis. The results of this study suggested that there is a linear relationship that exists between transformation leadership and performance. Also, change leadership had an indirect relationship with organizational cultural practices.

Suggested Citation

  • Lual Daniel Kur & Niu xiongying, 2020. "How Chinese Expatriates Transformational Leadership affect the Employees Performance: mediating and moderating roles," International Journal of Science and Business, IJSAB International, vol. 4(8), pages 92-112.
    • Handle: RePEc:aif:journl:v:4:y:2020:i:8:p:92-112
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    References listed on IDEAS

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    1. Tse, Herman H.M. & Chiu, Warren C.K., 2014. "Transformational leadership and job performance: A social identity perspective," Journal of Business Research, Elsevier, vol. 67(1), pages 2827-2835.
    2. Zhang, Yucheng & Guo, Yongxing & Newman, Alexander, 2017. "Identity judgements, work engagement and organizational citizenship behavior: The mediating effects based on group engagement model," Tourism Management, Elsevier, vol. 61(C), pages 190-197.
    3. Lu, Xinxin & Xie, Baoguo & Guo, Yongxing, 2018. "The trickle-down of work engagement from leader to follower: The roles of optimism and self-efficacy," Journal of Business Research, Elsevier, vol. 84(C), pages 186-195.
    4. Alfes, Kerstin & Shantz, Amanda & Truss, Catherine & Soane, Emma, 2013. "The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model," LSE Research Online Documents on Economics 42345, London School of Economics and Political Science, LSE Library.
    5. Hougyun Kim, 2014. "Transformational Leadership, Organizational Clan Culture, Organizational Affective Commitment, and Organizational Citizenship Behavior: A Case of South Korea's Public Sector," Public Organization Review, Springer, vol. 14(3), pages 397-417, September.
    6. Wallace, Elaine & de Chernatony, Leslie & Buil, Isabel, 2013. "Building bank brands: How leadership behavior influences employee commitment," Journal of Business Research, Elsevier, vol. 66(2), pages 165-171.
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