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Although recent studies point the sense of calling as a consequent of several organizational variables, the role of leadership in promoting workers\u2019 sense of calling is yet to be analyzed. A self-report questionnaire was applied to a group of 325 Portuguese nurses to analyze this relation. Structural equation modeling was used to analyze the results.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>Results indicate a positive relation between a leader perceived as transformational or transactional and workers\u2019 sense of calling. Directive and empowering leadership perception were found not to be related to calling. Unexpectedly, a significant positive relation with aversive leadership perception was identified.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title>\n<jats:p>A confounding relation between aversive leadership perception and sense of calling cannot be excluded. It is possible that an unknown third variable, such as resilience or positive affect, is serving as a mediating bridge between leadership perception and the sense of calling. Further studies are necessary in order to explore this alternative path.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>The sense of calling is known as a relevant organizational construct. Knowing what kinds of leadership promote workers\u2019 sense of calling adds value for the literature and can help managers to learn how to improve their followers\u2019 sense of calling.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/lodj-06-2016-0158","type":"journal-article","created":{"date-parts":[[2018,1,2]],"date-time":"2018-01-02T09:58:38Z","timestamp":1514887118000},"page":"248-260","source":"Crossref","is-referenced-by-count":24,"title":["Calling for leadership: leadership relation with worker\u2019s sense of calling"],"prefix":"10.1108","volume":"39","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-5347-5064","authenticated-orcid":false,"given":"Tiago","family":"Esteves","sequence":"first","affiliation":[]},{"given":"Miguel Pereira","family":"Lopes","sequence":"additional","affiliation":[]},{"given":"Rosa Lutete","family":"Geremias","sequence":"additional","affiliation":[]},{"given":"Patricia Jardim","family":"Palma","sequence":"additional","affiliation":[]}],"member":"140","published-online":{"date-parts":[[2018,1,2]]},"reference":[{"key":"key2021041509234019400_ref001","doi-asserted-by":"publisher","volume-title":"IBM SPSS Amos 20 User\u2019s Guide","year":"2011","DOI":"10.1037\/0022-3514.51.6.1173"},{"issue":"3","key":"key2021041509234019400_ref002","doi-asserted-by":"publisher","first-page":"193","DOI":"10.1037\/1076-8998.12.3.193","article-title":"Transformational leadership and psychological well-being: the mediating role of meaningful work","volume":"12","year":"2007","journal-title":"Journal of Occupational Health Psychology"},{"issue":"3","key":"key2021041509234019400_ref003","doi-asserted-by":"publisher","first-page":"315","DOI":"10.1016\/j.leaqua.2005.03.001","article-title":"Authentic leadership development: getting to the root of positive forms of leadership","volume":"16","year":"2005","journal-title":"The Leadership Quarterly"},{"issue":"3","key":"key2021041509234019400_ref049","doi-asserted-by":"publisher","first-page":"19","DOI":"10.1016\/0090-2616(90)90061-s","article-title":"From transactional to transformational leadership: learning to share the vision","volume":"18","year":"1990","journal-title":"Organizational Dynamics"},{"key":"key2021041509234019400_ref004","unstructured":"Bass, B. and Avolio, B.J. 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