Transformational leadership, self-efficacy, group cohesiveness, commitment and performance

Synopsis
The perceptions of follower self-efficacy and work group cohesion play an important role in the
relationship between transformational leadership and outcomes such as commitment and
performance.

The research tries to provide empirical evidence to the statement that there is a positive
relationship between transformational leaders and both cohesiveness and self-efficacy. It also
tries to establish the positive relationship between cohesiveness and self-efficacy with
commitment and performance of unit performance. From the principle of inference it also tries
to provide empirical evidence to the positive relationship between transformational leadership
with commitment and perceptions of unit performance.

Significance
Though the research is conducted among firefighters, it is equally significant in case of other
security agencies like police, army and other para-military forces.

The research paper is very significant in the sense that it will provide leaders especially in the
security sector (firefighters, police and army) to put their focus in areas that will foster
organizational commitment, personal satisfaction and enhanced performance by the followers.
The need for workers in these sectors is more than what is specified in their job description.
Their work is directly related to the security of lives and properties, requiring them to be self-
less, highly motivated and morally responsible. Its importance in the present context especially
post 9/11 needs no elaboration; hence it also calls for their transformation from reactive agents
to preventive and protective agents.

Before 9/11 and aftermath turnover continues to be at high level among fire-fighters, their job
continues to be risky and stressful. The research provides idea or even a framework for the
leaders to focus to transform the security sector.

Assumptions/facts/opinions
The researchers argue that despite the large body of evidence in support of leadership models
like transformational leadership very few studies have explored or tested the many networks of
linkages proposed to explain how the transformational leadership process works. Few
researchers (Shamir et al) have however proposed network linkages between charismatic
leadership and follower’s self-efficacy and self-concept. Similarly others have shown a linkage
between a transformational leadership and justice, trust and collective self-efficacy.

The literatures support that transformational leaders influence followers to higher levels of
commitment and performance by articulating a vision, fostering the acceptance of group goals
and developing individual group members to reach their highest potential.

1 | Sandip Timsina (09525)

 Transformational leadership, self-efficacy, group cohesiveness, commitment and performance

The researchers assume that there is a positive relationship between transformational

leadership and self-efficacy and cohesiveness which in turn correlates positively with
commitment and perceptions of unit performance. This implies the existence of positive
relationship between transformational leadership and commitment and perceptions of unit
performance. Researchers’ model of network linkage is shown below:

Cohesiveness

Cohesiveness

Transformational leadership

Self-efficacy

Self-efficacy

Research and the methodology used

The research was conducted among fire-fighters, captains, lieutenants, battalion chiefs and also
the Fire chiefs in local fire department, fire-stations and fire department headquarters.
Questionnaires were completed by 303 fire department personnel however only 271 responses
were included in the data analysis. Measures of transformational leadership was done in
twenty three item measure (Podsakoff et al.) using a seven-point scale ranging from “strongly
disagree” to “strongly agree”. Group cohesiveness was measured using seven-point scale
ranging from “strongly disagree” to “strongly agree”. Self-efficacy was also measured using
seventeen item using seven-point scale ranging from “strongly disagree” to “strongly agree”.
For organizational commitment O’Reilly and Chatman’s instrument was used. Van de Ven and
Ferry’s instrument was used to measure the perceptions of unit performance.

Like in most research it cannot be ascertained that these questionnaires were filled with full
honesty. The Fire Chief had sent memos encouraging employees to participate. Depending
upon the management style employees could have given biased answers or they could have
participated just for the sake of participating. The research paper does not indicate if validation

2 | Sandip Timsina (09525)

Transformational leadership, self-efficacy, group cohesiveness, commitment and performance

was done. Though the instruments are tried and tested, seven-point scale measurement can be
confusing at times as respondents might find it difficult to find distinction between “moderately
agree” and “agree”.

The sample size looks fairly reasonable so it can be said that they represent the opinions of
other firefighters as well. The instruments used were tested instrument confirming their use as
appropriate for the research.

The researchers have been able to gather other information like average age, gender
distribution, ethnicity and average tenure of the fire-fighters which provides ample space for
further enhancement and analysis.

They have used computer software (LISREL 8) to test statistical significance of paths specified in
the models which provide validity to the findings and the results.

However the instrument used to measure organizational commitment has been referred to as
incapable to separate the two components identification and internalization that the research
tries to measure.

They have used four models to give a more rigorous test of their hypothesis, the first model is
completely theoretical which is based on network linkage between transformation leadership,
cohesiveness, self-efficacy, organizational commitment and perception of unit’s performance.
The unconstrained model is similar to theoretical model but in it correlation exists between
commitment and perception of unit’s performance. Under direct model transformational
leadership determines all other values cohesiveness, self-efficacy, organizational commitment
and perception of unit’s performance. Under indirect model transformational leadership
predicts cohesiveness and self-efficacy which in turn determine commitment and perception of
unit’s performance.

Analysis
The role of the firefighters became of subject of interest, study and discussion post 9/11. The
stories of heroism and selfless acts of many firefighters who risked their lives to save lives and
properties of people are still fresh in the memories of American people. Their job is riskier,
stressful and demands greater level of motivation in risking their lives for others. The need for
transformation of fire department and firefighters along with became the burning issue in
newspapers as terrorism poses greater threat in the globalized world. There are two major
issues in the fire department, the first one is to dramatically reduce the turnover rate and the
other is to enhance their effectiveness. The researchers suggest that the firefighters take their
motivation from the fire department leaders who are perceived as their role models. Thus the
need to train these leaders, to become role model in the true spirit and enhancing the

3 | Sandip Timsina (09525)

Transformational leadership, self-efficacy, group cohesiveness, commitment and performance

effectiveness and efficiency of their followers has become imperative. In this context
transformational leadership seems to be the best fit.

“Transformational leadership refers to the process whereby an individual engages with others
and creates a connection that raises the level of motivation and morality in both the leader and
the follower” (Northouse). It fits in the sense that its not only followers who need to change but
its also the leaders. Current time requires the leaders in fire departments to motivate their
subordinates to higher levels of service and commitment. The leader has to be charismatic in
the sense he/she needs to show strong competence himself/herself, articulate goal,
communicate high expectations, express confidence and arouse motives. In stressful and life-
threatening circumstances the leaders must show examples of courage, faith and commitment.
When the leaders are de-motivated themselves, view their job as unnecessarily riskier and is
looking for options to get rid of the job, their followers will follow the suite resulting in high
turnover and inefficiency at work.

It is also important to know how transformational leadership process works and how it can
drop turnover and enhance service effectiveness. The researchers have tried to provide
empirical evidence to network linkage between transformational leadership, self-efficacy, group
cohesiveness, commitment and performance.

Self-efficacy as per Bandura is one’s belief in his/her capabilities leading to execute courses of
action at various situations. Schunk proposes self-efficacy has a great role to play in crisis
situation. Fire-fighters work in crisis situation in the context of chaos and turmoil. They usually
have no time to seek decisions and directions from their supervisors and have to execute
actions on their own. Unless they are confident in their own capabilities they cannot take over
situations, deliver efficiency, swiftness and desired level of service. When the level of self-
efficacy is low they will perceive situations as riskier than they actually are. They will experience
constant threat for their own life, avoid risk and would look for jobs that are less risky resulting
in high turnover. When self-efficacy is low, their own performance suffers however instinctively
they blame team’s performance for the poor results. This degrades their perception about their
unit’s performance.

On the other hand firefighters have to work in team, help each other, its their team work that
helps them manage the crisis (fire, landslides etc.) faster yet efficiently. They should confide in
their team, develop a sense of belonging to their team. Team spirit not only helps them manage
the crisis in better ways but also ensure their own safety. They cannot have a planned action
beforehand, they have to develop the course of action at the ground level and without
cohesion the course of action will not be the effective one. Cohesiveness also helps them
perceive team’s performance positively. It will develop a sense of belonging and pride in them
which in turn reinforces their commitment.

4 | Sandip Timsina (09525)

Transformational leadership, self-efficacy, group cohesiveness, commitment and performance

The researchers have tried to provide empirical support to the above discussed relationships.

As the analysis of the sample has been done under four models, the results suggest that the
theoretical model is more appropriate and better fits with findings than the other models
(RSMR =0.047; GFI =0.98; CFI=0.92; NFI=0.92). The theoretical model is closer with the
unconstrained model and the chi-square difference for these two is not significant (4.34)
suggesting the insignificance of correlation between commitment and perception of unit’s
performance.

Conclusion and further enhancements

The findings suggest that transformational leadership has significant positive impact on
cohesiveness, self-efficacy. These three (transformational leadership, cohesiveness, self-
efficacy) in turn influence commitment and performance of unit performance. The research
hence confirms its own theoretical model and defines the process for transformational
leadership in the context of the fire department. However the universality of the findings
cannot be ascertained. This might not be true in organizations where operational and routine
work’s volume is higher, clear directions are available and does not have to work in crisis. The
model can however fit in other security agencies like police and army where employees derive
motivation from their seniors who they regard as their role model.

The research can be further enhanced by validating in other areas (organizations) to check if
the process of transformational leadership is same or not. Further the research has data
regarding age, gender, job tenure etc. and they can use this to test the findings in other
dimensions.

5 | Sandip Timsina (09525)