scholarly journals Influence of Transformational Leadership on Job Performance: Employee Work Engagement as Test Mediation

2022 ◽  
Vol 20 (1) ◽  
pp. 33
Author(s):  
Sarfilianty Anggiani
Keyword(s):  
Human Capital ◽  
Transformational Leadership ◽  
Job Performance ◽  
Work Engagement ◽  
Facility Management ◽  
Effective Leaders ◽  
Communications Industry ◽  
Hypothesis Model ◽  
Employee Work Engagement ◽  
The Relationship

<p>The study aims at investigating of this study is to examine how the effect of transformational leadership on job performance by mediating employee work engagement on employees of the Human Capital and Facility Management division of PT. XL Axiata, Tbk. Jakarta. The data were collected from 58 employees Facility division of Human Capital Management PT. XL Axiata Tbk. Jakarta. For the serial analysis, SPSS macro process was utilized to test the proposed hypothesis model. Results provide evidence that follower employee work engagement mediates the relationship between perceived transformational leadership and job performance. By better understanding how leaders build engagement and drive performance in regard to a specific task, organizations can take advantage of the influence that leaders have on everyday interactions in workplace. Therefore, in this study more developed the psychological profile of effective leaders, especially the communications industry, management researchers must explore work involvement and people's orientation.      </p>

scholarly journals How Individual-focused Transformational Leadership Enhances Its Influence on Job Performance through Employee Work Engagement

2016 ◽  
Vol 11 (2) ◽  
pp. 249 ◽  
Author(s):  
Amin Pourbarkhordari ◽  
Er Hua Iris Zhou ◽  
Javad Pourkarimi
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Work Engagement ◽  
Indirect Effect ◽  
Work Groups ◽  
Performance Data ◽  
Mobile Telecommunications ◽  
Transformational Theory ◽  
National State ◽  
Employee Work Engagement

The aim of present study was in line with transformational theory to examine the direct and indirect effect of individual-focused transformational leadership (TFL) on leader-rated Job Performance. Data collected through questionnaires from sample of 202 employees of a national state-owned mobile telecommunications company in China. Afterwards, the hierarchical multiple regressions were adapted to examine the proposed hypotheses. Empirical findings of data provides evidence to support our intended hypothesizes and revealed that individual-focused TFL and Employee Work Engagement (EWE) were significantly related to Job Performance, in which the effect of individual TFL on Job Performance was mediated by the EWE. Practically, indicated that work groups or organizations by stimulating and inspiring leaders who would demonstrate transformational behaviors as a significant prerequisite for employees to be engaged, may be able to increase employees’ Job Performance. This study was one of the first to examine antecedents and consequence of EWE simultaneously. More implications for theory, practices for practitioners and future researches are discussed.

Role of Sub-constructs of Psychological Capital and Transformational Leadership in Engaging Employees in Service Sector

2020 ◽  
Vol 8 (2) ◽  
pp. 244-256 ◽  
Author(s):  
Swati Agrawal
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Work Engagement ◽  
Service Sector ◽  
Psychological Capital ◽  
Psychological State ◽  
Full Time ◽  
Employee Work Engagement ◽  
The Relationship

The purpose of this study is to examine the relationship between transformational leadership (TL) and employee engagement through the mediating role of the sub constructs of psychological capital. The article has used a single cross-sectional descriptive design. The sample consisted of 450 full-time employees working in the service sector in India. The data were mainly analyzed through structural and measurement model. The result of the study revealed that TL has an influence on employee engagement. The relationship between TL and employee engagement is mediated by sub-construct hope of psychological capital. Implication of this study is of high importance for organizations continuously working to increase the level of employee engagement to further enhance competitiveness. Prior research has examined the antecedents of employee work engagement, but little is known about the role of TL and a positive psychological state, in shaping employee work engagement. Imparting TL training and style can help to generate psychological capital which will positively drive employee engagement. Organizations with transformational leaders will be able to make employees feel valued and happy by igniting feeling of hope. The engaged workforce will result in the positive social outcome. This study is original as earlier studies have not explored the important role of hope and also optimism as dimensions of psychological capital. The article supports the critical role of leadership and psychological capital in creating highly engaged employees which have not been studied in an Indian context with specific focus to the service sector.

scholarly journals Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance

2014 ◽  
Vol 13 (4) ◽  
pp. 194-203 ◽  
Author(s):  
Kimberley Breevaart ◽  
Arnold B. Bakker ◽  
Evangelia Demerouti ◽  
Dominique M. Sleebos ◽  
Véronique Maduro
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Work Engagement ◽  
Structural Equation ◽  
Leadership Behavior ◽  
Equation Modeling ◽  
Transformational Leaders ◽  
Online Questionnaire ◽  
Leaders And Followers ◽  
The Relationship

The purpose of the present study was to unravel the mechanisms underlying the relationship between transformational leadership, follower work engagement, and follower job performance and to investigate a possible boundary condition of transformational leadership. We used structural equation modeling to test our model among 162 dyads consisting of one employee and their leader, who both filled out an online questionnaire. Followers reported more job resources and need fulfillment when their leader showed more transformational leadership behavior, and this contributed to followers’ engagement and job performance. Consistent with our hypothesis, transformational leaders mainly fulfilled followers’ needs when followers were high in need for leadership.

scholarly journals TRANSFORMATIONAL LEADERSHIP, MEANING IN WORK, LEADER MEMBER EXCHANGE (LMX), JOB PERFORMANCE DAN WORK ENGAGEMENT

2017 ◽  
Vol 16 (2) ◽  
pp. 15
Author(s):  
Didik Joko Pitoyo ◽  
Hunik Sri Runing Sawitri
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Work Engagement ◽  
Regression Coefficient ◽  
Linear Regression Analysis ◽  
Leader Member Exchange ◽  
Quantitative Research Methods ◽  
Meaning In Work ◽  
Mediating Variables ◽  
Member Exchange

<p><em>The purpose of this study was to analyze the influence of meaning in work as intervening variable relationship between transformational leadership and work engagement and analyze the effect of work engagement as pemediasi variable relationship between leader-member exchange and job performance. This study uses a quantitative research methods. While the sample used this study as many as 213 people in the PT Kusumaputra Santosa Karanganyar. The data analysis techniques using multiple linear regression analysis method path.</em></p><p><em>Results of this study are a) Transformational leadership significant effect on work engagement. b) Transformational leadership and meaning in work significant effect on work engagement. c) meaning in work can be a mediating variable and is expressed as a partial mediating variables (partial mediation). This is because, after entering the variable Meaning in Work, due to the influence of the variable Work Engagement Transformational Leadership which was significantly be remained significant after entering Meaning in Work variables into the regression equation model but declined regression coefficient. d) LMX significant effect on job performance. e) LMX and work engagement significant effect on job performance. f) Work engagement can be a mediating variable and is expressed as a partial mediating variables (partial mediation). This is because, the influence of variables leader member exchange for job performance that was significantly be remained significant after entering work engagement variable into the regression model but declined regression coefficient.</em></p>

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

The influence of age on the job resources-engagement relationship

2019 ◽  
Vol 27 (4) ◽  
pp. 1218-1238 ◽  
Author(s):  
Wei Ning ◽  
Albi Alikaj
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Job Resources ◽  
Equation Modeling ◽  
Content Type ◽  
Work Arrangements ◽  
Older Employees ◽  
Age Related ◽  
Employee Work Engagement ◽  
The Relationship

PurposeThe purpose of this paper is to examine the moderating role of employee age in the relationship between work engagement and several job resources.Design/methodology/approachThe study used questionnaire-based surveys completed by 804 employees from firms located in West China. The data were then analyzed by conducting latent moderated structural equation modeling.FindingsThe results of the study show that certain job resources (autonomy, recognition, colleague support, participation, job security and flexible work arrangements) are more effective for older employees in promoting work engagement, while other resources (job feedback, opportunities for development, skill variety and internal promotion) are more tailored toward younger employees.Research limitations/implicationsThe results suggest that job resources are not equally effective in affecting employee work engagement. Therefore, future studies should adopt a dynamic lifespan perspective when studying the relationship between job resources and work engagement.Practical implicationsThe current study indicates that to increase younger employees’ work engagement, organizations need to rely more on development-oriented job resources, and to increase older employees’ work engagement, they need to focus more on maintenance-oriented resources.Originality/valueThe literature on work engagement has assumed that the strength of the relationship between job resources and work engagement is uniform among employees at all ages. This study refers to two life-span theories from the development psychology literature to explain that there are age-related differences in the effect of job resources on employee work engagement.

scholarly journals The Diminishing Effect of Transformational Leadership on the Relationship Between Task Characteristics, Perceived Meaningfulness, and Work Engagement

2020 ◽  
Vol 11 ◽  
Author(s):  
Fanxing Meng ◽  
Yi Wang ◽  
Wenying Xu ◽  
Junhui Ye ◽  
Lin Peng ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Work Engagement ◽  
Police Officers ◽  
Mobile App ◽  
Task Characteristics ◽  
Future Research ◽  
Task Autonomy ◽  
Employee Work Engagement ◽  
Task Significance

The topic of employee work engagement in the public sector has attracted broad attention because it is critical to the efficiency and effectiveness of public services. Based on the Job Characteristics Model (JCM) and the Integrative Theory of Employee Engagement (ITEE), the present research adopts a multilevel design to examine a moderated mediation model in which task characteristics (i.e., task autonomy and task significance as level-1 predictors) and social context (i.e., transformational leadership as a level-2 moderator) jointly impact employee work engagement via individual perception of meaningfulness in work. A total of 349 grassroots police officers from 35 police substations were invited to anonymously complete a survey via mobile app. After performing the cross-sectional analysis, the results indicated that in contrast to task significance, the conditional effect of task autonomy on work engagement via perceived meaningfulness was more positive at a lower level of transformational leadership. Implications, limitations, and future research directions are discussed.

Left out of the office “tribe”: the influence of workplace ostracism on employee work engagement

2020 ◽  
Vol 32 (8) ◽  
pp. 2717-2735
Author(s):  
Kavitha Haldorai ◽  
Woo Gon Kim ◽  
Kullada Phetvaroon ◽  
Jun (Justin) Li
Keyword(s):  
Work Engagement ◽  
Work Motivation ◽  
Workplace Harassment ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
Negative Effect ◽  
Employee Work Engagement ◽  
The Relationship

Purpose The purpose of this paper is to investigate how workplace ostracism influences employee work engagement. It further examines the mediating role of workplace belongingness and moderating role of intrinsic work motivation. Design/methodology/approach Data was collected from 402 hotel employees from Thailand. A second stage moderated-mediation is used to test the relationship between workplace ostracism and employee work engagement. Findings Workplace ostracism negatively impacts employee work engagement and workplace belongingness mediates this relationship. The negative effect of workplace ostracism on employee work engagement through workplace belongingness is stronger for employees high on intrinsic motivation. Practical implications Hotel firms should make social connection an organization-wide strategic priority. They can include workplace ostracism as workplace harassment in their policy. Originality/value Besides contributing to the nascent literature on workplace ostracism in the hospitality industry, the present study extends research on workplace ostracism by empirically testing the relationship between workplace ostracism and employee work engagement. By using workplace belongingness as a mediator, a better understanding is provided regarding “why” workplace ostracism relates to employee work engagement. By introducing intrinsic work motivation as a moderator, scholars can gain a better understanding in regard to “whom” workplace ostracism negatively relates to employee work engagement.

scholarly journals How does self-regulation of emotions impact employee work engagement: The mediating role of social resources

2014 ◽  
Vol 20 (4) ◽  
pp. 508-525 ◽  
Author(s):  
Dave Bouckenooghe ◽  
Usman Raja ◽  
Muhammad Abbas
Keyword(s):  
Work Engagement ◽  
Self Regulation ◽  
Social Resources ◽  
Conservation Of Resources ◽  
It Professionals ◽  
Personal Resource ◽  
Mediating Role ◽  
Employee Work Engagement ◽  
The Relationship

AbstractDrawing upon the Conservation of Resources Theory, we investigated the hitherto unexplored role of ‘social resources’ (i.e., trust in supervisor and social interaction) in mediating the relationship between ‘self-regulation of emotions’ (i.e., a personal resource) and work engagement. The data were collected from 296 IT professionals at four well-established IT firms in Ukraine. As we hypothesized, self-regulation of emotions positively affected work engagement, yet this effect partially disappeared when controlling for the role of social resources. Together, these findings illustrate the dynamic role of an individual's personal and social resources in fostering work engagement.

scholarly journals Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work

2018 ◽  
Vol 23 (1) ◽  
pp. 48-66 ◽  
Author(s):  
Marjolein C.J. Caniëls ◽  
Judith H. Semeijn ◽  
Irma H.M. Renders
Keyword(s):  
Transformational Leadership ◽  
The Netherlands ◽  
Work Engagement ◽  
Design Methodology ◽  
Proactive Personality ◽  
Growth Mindset ◽  
High Tech ◽  
Content Type ◽  
Significant Relationships ◽  
The Relationship

Purpose The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset. Design/methodology/approach The study is based on survey data from 259 employees of an internationally operating high-tech organization in the Netherlands. Findings In line with prior studies, support is found for positive significant relationships of proactive personality and transformational leadership with engagement. Additionally, transformational leadership is found to moderate the relationship between proactive personality and work engagement, but only when employees have a growth mindset. Originality/value The study advances the literature that investigates the proactive personality-engagement relationship. Specifically, this study is the first to examine a possible three-way interaction that may deepen the insights for how proactive personality, transformational leadership and growth mindset interact in their contribution to work engagement.

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