Transformational Leadership and Work-Related Attitudes: The Moderating Effects of Collective and Self-Efficacy Across Cultures

In this study, we examined how collective and self-efficacy moderated the influence of transformational leadership on followers' work-related attitudes (i.e., organizational commitment and job satisfaction) using hierarchical linear modeling. Data for this study were collected from 37 bank branches and 644 individuals in China (n = 208), India (n = 194), and the United States (n = 242). Results revealed that transformational leadership and efficacy beliefs were positively related to followers' work-related attitudes. Aggregated collective and self-efficacy moderated the relationship between transformational leadership and followers' work-related attitudes. Limitations of the study and implications of these findings for practice and research are discussed. Key words: Transformational leadership, efficacy beliefs, and work attitudes