Impact of transformational leadership on work performance, burnout and social loafing: a mediation model
- PDF / 918,698 Bytes
- 13 Pages / 595.276 x 790.866 pts Page_size
- 101 Downloads / 228 Views
Future Business Journal Open Access
RESEARCH
Impact of transformational leadership on work performance, burnout and social loafing: a mediation model Hira Khan1, Maryam Rehmat2,3* , Tahira Hassan Butt3, Saira Farooqi2,3 and Javaria Asim2,3
Abstract The aim of this research was to study the effect of transformational leadership on employees’ work outcomes which include their work performances and working burnout, and their working behavior such as social loafing at workplace. Also, it studies the impact of intrinsic motivation as a mediator between transformational leadership and other stated variables. A cross-sectional survey was conducted to collect data from 308 employees working in the telecommunication sector. To test the hypotheses, Model 4 of Process Hayes was used to test direct and mediating effects among transformational leadership and employees’ work outcomes and working behavior. The results showed that transformational leadership has a significant positive relationship with mediator intrinsic motivation. The results also concluded that work performance has positive significant relationship with transformational leadership. However, there is indirect and insignificant relationship of transformational leadership with working burnout and social loafing. Therefore, it can be stated that organizational leaders must have transformational attributes by getting informed of their employees well because transformational leader can inspire employees to achieve anticipated or significant outcomes. It gives employees self-confidence over specific jobs, as well as the power to make decisions once they have been trained. Keywords: Transformational leadership, Intrinsic motivation, Work performance, Working burnout, Social loafing Introduction During the last two decades, transformational leadership has gained most conspicuous place in philosophy of leadership [81]. Therefore, it is not surprising that the current evolution in leadership theory and practice has attracted the interest of both practitioners and researchers and they exhibited great deal of interest toward exploring its ascendancy for organization and individuals as well [72, 87]. Particularly, the studies conducted during the previous decades recommends that transformational leadership is considerably related to followers’ behaviors and performance [20, 65]. In a review on progress in the domain of leadership printed in “Annual Review of *Correspondence: [email protected] 2 Department of Business Administration, Kinnaird College for Women, Lahore, Pakistan Full list of author information is available at the end of the article
Psychology,” Avolio et al. [8] stressed the need to establish mechanisms that connect leadership to vital organizational and individual outcomes. They further stressed the need to investigate the role of mediators, so as to clarify the noteworthiness of leadership for organizations. Chan and Mak [20] in their research contended that “a variety of different influence processes may be involved in transformational leadership
Data Loading...
