The purpose of this paper is to look at factors which result in improved attitudinal outcome (AO) through the proposal and empirical validation of a theoretical model. The model incorporates four major self‐perceived dimensions: personality traits (PTs), job characteristics (JCs), transformational leadership behaviors (LBs), and AOs.
This is a quantitative research using a survey questionnaire as data collecting instrument. Data collected from ten technological companies located in the Neihu Science Park in Taiwan (n=221) were analyzed using structural equation modeling.
Results reveal that both personal traits and JCs have positive yet insignificant effects on AOs. However, both factors significantly and indirectly influence AOs via transformational LBs.
This proposed model provides an overall framework which indicates how both intrinsic and extrinsic factors can affect the perception of LBs, which consequently plays a critical role in influencing employees emotionally. This structure has rarely been explored and the findings are particularly useful for management in helping to set leadership in a bigger context.
