Leadership Matters: The Impact of Transformational Leadership and Mattering on Job Attitudes and Perceived Performance

Mattering refers to the sense that one is significant and valued by others, which has been linked by a small but growing body of research to key work-related outcomes, including job satisfaction, organizational commitment, and job performance. This study examines mattering among Basic Science Medical Educators (BSME), a group potentially vulnerable to low workplace mattering due to limited leadership support and isolation from communities of practice. Consideration for follower well-being is important across many leadership theories, and transformational leadership behaviors overlap highly with behaviors thought to increase mattering. Survey responses from BSME and a general workforce sample were analyzed to assess the relationship between transformational leadership and five dimensions of mattering - general mattering, societal and interpersonal work mattering, and general and work anti-mattering - as well as job satisfaction, organizational commitment, and self-rated job performance. Transformational leadership significantly predicted all dimensions of mattering, particularly interpersonal work mattering. The effects of mattering on job satisfaction, organizational commitment, and performance were stronger than those of anti-mattering, suggesting that feeling valued has a greater impact on job attitudes than feeling invisible. Furthermore, interpersonal work mattering moderated the relationship between transformational leadership and job attitudes, amplifying its benefits. Notably, BSME felt their work was important to society regardless of their leadership. Overall, employee mattering is crucial in maximizing the benefits of transformational leadership, particularly among BSME.