Questioning universal applicability of transformational leadership: Examining employees with autism spectrum disorder

Article history: Received 4 September 2012 Received in revised form 7 April 2013 Accepted 10 April 2013 Available online 2 May 2013 Challenging an implicit assumption of universal applicability, we propose that a subset of transformational leader behaviors may hamper organizational outcomes for a unique yet growing segment of the workforce: employees on the autism spectrum. Specifically, we tested the hypothesis that emotion-laden communication and social exchanges characterizing the inspirational motivation dimension of the theory are associated with increased feelings of anxiety which, in turn, negatively relate to work outcomes. In contrast, we proposed that other dimensions of transformational leadership, such as individualized consideration, would be associated with reduced levels of anxiety and, ultimately, improved workplace outcomes. Results generally supported the hypothesized indirect relationships for ratings of organizational commitment, but not self-reported job performance which was most strongly predicted by individualized consideration, directly. Implications for managing employees with autism spectrum disorder are discussed as well as the overall applicability of transformational leadership to this growing segment of the workforce. © 2013 Elsevier Inc. All rights reserved.