Kesimpulan dan Saran M01939

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Volume 2, No. 1, November Pendekatan Keperilakuan Dalam Riset Manajemen Bisnis” 128 TRANSFORMATIONAL LEADERSHIP, PSYCHOLOGICAL SAFETY AND TEAM OUTCOMES: A RESEARCH AGENDA Winarto 1 dan Ari Agung Nugroho 2 Universitas Methodist Indonesia dan Universitas Bangka Belitung Jalan Hang Tuah No. 8, Medan, Sumatera Utara, 20152 dan Kampus Terpadu Universitas Bangka Belitung, Desa Balunijuk, Kecamatan Merawang Kabupaten Bangka. Email: winarto.zipgmail.com dan rma.agungnugrohogmail.com Abstract Following hitherto published research on the positive outcomes of transformational leadership both in individual level and team level; this paper proposes that transformational leadership leads to team positive job satisfaction. However, as suggested by Bass 1999, the mechanisms underlying the relationships between transformational leadership and the outcomes are still worthy of further examination. Thus, this paper argues that psychological safety plays as a mediating variable on the relationship between team perceptions of supervisors transformational leadership and team satisfaction. After offering the propositions, the proposed research methods are discussed. Keywords: Transformational leadership, psychological safety, team performance, team satisfaction.

1. Pendahuluan

Transformational leadership has become a focus of research and astonishingly popular research topic after it has been introduced more than three decades ago Aryee, Walumbwa, Zhou, Hartnell, 2012; Bass, 1999. The general attention on transformational leadership inquiry seems to result in favorable outcomes on employees’ task performance e.g. Tsai, Chen, Cheng, 2009; Aryee, Walumbwa, Zhou, Hartnell, 2012, employees’ engagement Tims, Bakker, Xanthopoulou, 2011, employees’ organizational organizational commitment and job satisfaction Walumbwa, Lawyer, Avolio, Wang, Shi, 2005. Although the aforementioned positive associations have been demonstrated by past research, the mechanisms underlying the relationships between transformational leadership and task performance are still worthy of further examination Bass, 1999; Yukl, 2012. As proposed by Bass 1999, p. 24, “much more explanation is needed about the workings of transformational leadership”, particularly on finding mediating mechanisms linking transformational leadership and the work outcomes. Research direction then particularly focused on the influence of transformational leadership on work outcomes on team level Braun, Peus, Weisweiler, Frey, 2013; Dionne, Yammarino, Atwater, Spangler, 2004; Bass, Avolio, Jung, Berson, 2003. Similar to the underlying processes how transformational leadership works; further inquiry is needed to reveal the psychological linkages and mechanisms through which the teams are motivated to achieve high level of performance Aryee et. al., 2012; Avolio, Walumbwa, Weber, 2009. In other words, those scholars called for future research to examine the mechanism on how transformational leadership works and to find the mediator variables in which facilitate the relationship between transformational leadership and its outcomes on the team level. It is basically because “a variety of different influence processes are involved in transformational leadership” Yukl, 2012, p. 325. Thus, facing the challenge and call from previous research, understanding transformational leadership, its processes and its outcomes on the team level might be a potential area for further examination. Pendekatan Keperilakuan Dalam Riset Manajemen Bisnis” 129 This research proposed mechanisms and processes in teams that facilitate the relationship between transformational leadership and team satisfaction. Previous research has linked transformational leadership with several aspects of team performance and work outcomes e.g. Dionne, et al., 2004; Schaubroeck, Lam, Cha, 2007. Detert and Burris 2007 have examined the facilitating role of psychological safety, the belief that engaging in risky behaviors like voice will not lead to personal harm, on the relationship between transformational leadership and employee voice. However, the outcomes of transformational leadership, particularly on the team satisfaction is still missing and waiting for further investigation. Thus, one question that needs to be asked, however, is whether psychological safety facilitates the link between transformational leadership and team satisfaction. Drawing from that reasoning, the aim of this paper is to examine whether psychological safety facilitates the linkage of transformational leadership and team satisfaction. Thus, the research question for the present study is, “Does psychological safety mediate the relationship between transformational leadership and team satisfaction? We began by reviewing existing finding and theory relevant to the relationship between transformational leadership and team satisfaction and followed by developing research propositions. We will also explain the proposed research at the end of the paper.

2. Transformational Leadership and the Favorable Outcomes

When leaders move the follower beyond immediate self-interests through idealized influence charisma, inspiration, intellectual stimulation, or individualized consideration, they are called transformational leadership Bass, 1999. The essential focus of transformational leader is that the leader transforms the norms and values of the employees through motivate the employees to perform beyond their own expectations, enhance the employees’ involvement with the organization goals and inspire the employees to the vision of leaders Tims, Bakker, Xanthopoulou, 2011. Then, following those ideas, leadership literature has established four components of the leader behavior in transformational leadership Yukl, 2012; Bass, 1999; Tims et al., 2011; Braun et al., 2013: First, inspirational motivation when the leaders display the communication of an appealing vision of the future and the use of symbols to articulate this vision. Secondly, idealized influence when leaders show behaviors like showing that benefits of the group are more important than benefits of the individual, demonstrating high ethical norms, and being a role model for the subordinates. Third, individual consideration when leaders show behaviors like coaching, supporting and stimulating subordinates, and finally intellectual stimulation when the leaders challenges the subordinate to see problems from a different perspective. Transformational leadership has been an astonishingly popular research topic during the past decades. Leadership researchers in recent years have accumulated a large body of evidence in support of transformational leadership and the outcomes of that leadership style. Further, Judge and Piccolo 2004 explained that transformational leadership behavior has positive relationships with follower job satisfaction, follower leader satisfaction, follower motivation, leader job performance, group or organization performance, and rated leader effectiveness. Other outcomes of transformational leadership are employees will be more engaged in their work Tims, Bakker, Xanthopoulou, 2011 and they will have high organizational commitment and job satisfaction Walumbwa, Lawyer, Avolio, Wang, Shi, 2005. Finally, transformational leadership is associated with employee voice Detert Burris, 2007 and learning culture Nemanich Vera, 2009.