Both researchers and practitioners agree that having highly engaged employees results in individuals and organizations reaping various positive consequences related to performance and absenteeism. ...

How work engagement relates to performance and absenteeism: a meta-analysis

Encouraging employees to bolster their performance in today's turbulent business environment is an important priority for all types of organizations. Even though few studies reported the impact of transformational leadership (TL) on job performance (JP), the role of mediators namely corporate social responsibility (CSR) in this relationship is not given due attention. The purpose of this paper is to assess the mediating role of CSR in the relationship between TL and JP in the Indian context.,Data from 306 full time employees working in the manufacturing industry in India were collected through an online survey. The manufacturing organizations were selected on the basis of their active participation in CSR activities and robustness of HR practices. Three structured questionnaires were used for eliciting data from the employees, and AMOS software was used for testing the validity of the hypothesized model. PROCESS macro was used for testing the mediating role of CSR.,TL impacted both JP and CSR. Additionally, CSR showed a positive relationship with JP of employees. The pivotal finding of the study is the partial mediation of CSR in the TL–JP relationship.,Based on neo-charismatic paradigm theory, TL theory, stakeholder theory and social identity theory, this paper enriches the literature by demonstrating the mediation mechanism driving TL and JP relationship.

Effect of transformational leadership on job performance: testing the mediating role of corporate social responsibility

\nPurpose\nThe purpose of this paper is to investigate the structural relationships among transformational leadership, affective organizational commitment and job performance, as well as the mediating effect of employee engagement on their relationships.\n\n\nDesign/methodology/approach\nTo examine the structural relationships among the research variables, structural equation modeling analysis and bootstrap estimates were performed using the data of 600 full-time employees working in Korean private organizations.\n\n\nFindings\nThe results of the data analysis suggest that transformational leadership had a significant impact on employee affective organizational commitment and job performance through employee engagement as a mediator. Specifically, employee engagement partially mediated the mechanism in which transformational leadership affects employee affective organizational commitment, whereas there existed a full mediation of the association between transformational leadership and job performance.\n\n\nPractical implications\nThe study finding suggested that transformational leadership was the key catalyst in both encouraging affective organizational commitment and task performance of employees throughout the mediator, employee engagement. Thus, organizations need to create a safe and positive environment that promotes employee engagement and should offer interventions for leaders to build skill sets of transformational leadership.\n\n\nOriginality/value\nBecause previous studies had explored the impacts of transformational leadership on employee positive attitude and job performance separately, there is little known about how these three constructs correlate. By investigating the impacts of transformational leadership on attitude and performance simultaneously in this study, this study expanded to the extant literature by providing better understanding of transformational leadership. Moreover, given that articles on transformational leadership have been limited in the HRD literature, findings of this study can offer trustworthy information for HRD practice and encourage HRD scholars to explore transformational leadership-related research.\n

Structural relationships among transformational leadership, affective organizational commitment, and job performance: the mediating role of employee engagement

In this study, we investigate the relationship between ethical leadership (EL), work engagement (WE), well-being, and innovative work behavior (IWB). The significance of these variables has increased in the current era when the influence of technology is exponentially increasing in the education sector. We investigate the role of ethical leadership in determining innovative work behavior. Moreover, we investigate the moderating effect of WB in the relationship between EL and WE. We also examine the mediating impact of WE in the relationship between EL and IWB. We used a questionnaire survey approach to collect data. The target population of this study was the academic personnel, i.e., senior professors, lecturers, and supporting staff associated with the higher education sector located in Zhejiang Province, China. Data were collected in two phases. In the first phase, we sent 300 research questionnaires and received 251 responses. In the second phase, after a three-month interval, we sent 200 questionnaires and received 162 responses. However, over the two phases, we collected a total of 413 questionnaires; 43 were discarded. Therefore, for analysis, we used 370 questionnaires. The data were analyzed using the structural equation modeling through SmartPLS 3.2.2. First, in the direct relationship, results confirm that EL positively influences the IWB. Secondly, WB has a positive and moderating relationship between EL and IWB. Thirdly, we address the relationship between EL and WE. The outcome indicates that there is a positive and significant relationship. Fourth, the results of this study indicate that there is positive and significant relationship between WE and IWB. Finally, the outcomes imply that WE positively mediates between EL and IWB. Ethical leadership and well-being are important for innovative work behavior that supports managers in introducing a supportive workplace environment that promotes good interpersonal relationships with subordinates. Therefore, a good interpersonal relationship between managers and subordinates enhances the work quality. So, ethical leaders provide a supportive work environment to all subordinates regarding their work.

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The Linkage between Ethical Leadership, Well-Being, Work Engagement, and Innovative Work Behavior: The Empirical Evidence from the Higher Education Sector of China

Employee performance under transformational leadership and organizational citizenship behavior: A mediated model

This study proposed that transformational leaders use various behaviors to provoke followers’ organizationally beneficial behaviors (e.g., better task performance and helping behaviors) through ign...

https://journals.sagepub.com/doi/pdf/10.1177/2158244019899085

Fong Yi Lai

Papers

Transformational Leadership and Job Performance: The Mediating Role of Work Engagement: