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Transformational Leadership for Employee Work Engagement: A Sequential Mediation Approach
Muhammad Haris Khan, Arslan Hameed, Muhammad Abdullah, and Syeda Noor Shah
Abstract:
Transformational leadership is known for its elite features in terms of management, support, motivational inspiration, and guidance. It is a key feature in turbulent environmental factors that can sustain the element of positive organizational outcomes in employees. Using this idea, the study designed its conceptual framework of the relationship between transformational leadership and employees’ work engagement with the serial mediation of trustworthiness and trust in leaders. This research was a quantitative study that used a survey design. The survey tool was developed in a traditional layout and distributed to service sector employees using a purposive sampling approach. After gathering the responses, the data sample was analyzed using the PLS-SEM approach. To the satisfaction of the analysis results, all framed associations were supported, leading to the confirmation of all designed hypotheses. Transformational leadership had a significant direct and indirect impact on employees' work engagement, with trustworthiness and trust in leaders mediating these effects. Using these results, the study made significant contributions by providing a clear picture of the leader-member exchange relationship of transformational leaders, as reflected in positive behavioral outcomes among employees, such as work engagement, which is one of the most influential keys to organizational growth and success.
Keywords:
Keywords: Transformational leadership, Social Exchange theory, Trustworthiness, Trust in leaders, Employees, Leaders, Cognitive-emotional-behavioral pathway.
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