摘 要
员?绩效对于实现组织?标?关重要。在这?，变?型领导和员?关系对于通
过应?有效的变?型领导特征（如 IM、IS、IC和II）实现员?绩效?关重要。领导
者的价值观、态度、?为以及领导追随者的?式各不相同。本研究考察了喀?隆两
家公司，即Extensa有限公司和Ibis有限公司的变?型领导对员?绩效的影响。此外，
本研究还考察了内在动机在变?型领导与员?绩效之间的中介作?。
为此，该研究收集了221名员?的样本，并创建了统计模型，以确定因变量员?绩
效与?变量之间的关系，如激励动机（IM）、智?刺激（IS）、理想化影响（II）和
个性化考虑（IC）。可靠性和Kaiser–Meyer–Olkin（KMO）和Bartlett’s检验分别?于
检查数据的正态性和抽样充分性。验证性因素分析（ CFA）?于评估21个项?的模
型拟合。此外，该研究使?Harman的单因素检验估计了常?法偏差，其中单因素
提取的总?差为24.86%，低于建议的50%阈值。
此外，使?普通最?乘回归模型评估假设，并使?两阶段最?乘法（ 2SLS）
检验内?性和稳健性检查。研究结果表明，激励性动机和个性化考虑对员?绩效有
积极影响；智能仿真具有负?影响；理想化影响（ II）的影响不显著。内在动机得
到部分?持。最后，提出了对实践的启示和建议。
关键词：变?型领导、员?绩效、内在动机。
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Abstract
Employee performance is vital for the accomplishment of organizational goals. In
this, transformationalleadership andemployeerelationships becomeessential for
achieving employeeperformance byapplying effective transformationalleadership
features such as IM, IS, IC, and II. Leaders vary in their values, attitudes, behaviors, and
how they lead their followers. This study examined the impact of transformational
leadership on employee performance in two companies in Cameroon, namely Extensa
Corporation Limited and Ibis Company Limited. In addition, the study also examines the
mediation role of intrinsic motivation between transformational leadership and employee
performance.
To accomplish this, the study gathered a sample of 221 employees and created
statistical models to determine the relationship between the dependent variable employee
performance and independent variables such as inspirational motivation (IM), intellectual
stimulation (IS), idealized influence (II), and individualized consideration (IC). The
reliability and Kaiser–Meyer–Olkin (KMO) and Bartlett’s tests were used to check the
normality of the data and the sampling adequacy respectively. While confirmatory factor
analysis (CFA) was performed to evaluate the model fit on 21 items. Moreover, the study
estimated the common method bias using Harman’s one-factor test, where the total
variance extracted by one factor was 24.86%, which is less than the recommended
threshold of 50%.
Furthermore, the ordinary least square regression model was employed to evaluate
the hypothesis and Two-Stage Least Square (2SLS) to examine the endogeneity and
robustnesscheck. Thestudyfindingsshowedthat inspirationalmotivationand
individualizedconsideration haveapositive impactonemployees'performance;
intellectual simulation hasa negative impact; and idealizedinfluence (II) showed
insignificant effects. Intrinsic motivation was found to be partially supported. Lastly,
implications and suggestions for practice were presented as well.
Keywords: Transformational Leadership, Employees performance, intrinsic motivation
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