Leader Profiles and Their Effectiveness on Employees’ Outcomes
本研究通过聚类分析发现六种领导者画像（如超级领导者、交易型领导者等），并评估它们与员工信任、公正感、承诺及绩效的关系，对管理实践有参考价值。
An underlying premise of the transformational–transactional leadership theory is that different forms of leadership can reside simultaneously within the same individual. This fundamental hypothesis has received scarce attention in the empirical literature. The objectives of this study are thus to examine whether leader profiles combining these leadership forms do exist and to evaluate how these profiles are associated with specific employee attitudes and behaviors. Results obtained from two different samples using cluster analyses revealed six different leader profiles (i.e., superleaders, transactors, moderate leaders, distant-visionary, distant-rewarding, and distant-punitive leaders). Our results showed that these types of leaders differ in terms of employees’ perceptions of trust, justice, and commitment, as well as supervisor-rated in-role and contextual performance. Results and implications for research and practice are discussed.