Open Access Subscription Access
Open Access Subscription Access
Impact of Transformational Leadership on Employee Engagement:An Empirical Study
The market pressures, competitive work environment and advancement in technologies are posing numerous challenges before organizations in order to grow and survive. Human resources in this scenario face tough time at work places and are forced to either perform or perish. The committed and dedicated workers who work tirelessly in realizing their own aspirations and strive hard in attaining organizational goals are termed as engaged employees. They need to inspired and guided by leaders so that they can be more effective and result oriented. It calls for the role of transformational leaders to instill sense of commitment and dedication among their followers. Keeping this in view, the present paper is aimed to examine the effect of transformational leadership on employee engagement and will also explore the relationship that exists between them.
Employee Engagement, Transformational Leadership, Academic Staff, Non-academic Staff, Higher Education.
- Avolio, B. J., & Bass, B. M. (2002). Developing potential across a full range of leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
- Avolio, B. J., & Bass, B. M. (2004).Multifactor leadership questionnaire manual and sampler set (3rd ed.). Palo Alto, CA: Mind Garden.
- Balducci, C., Fraccaroli, F., & Schaufeli, W. B. (2010). Psychometric properties of the Italian version of the Utrecht work engagement scale (UWES-9). European Journal of Psychological Assessment, 26(2), 143-149.
- Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
- Bass, B. M., &Avoilio, B. J. (1994).Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
- Bass, B.M. & Avolio, B.J. (2000). MLQ multifactor leadership questionnaire. Second Edition, Redwood City, CA: Mind Garden.
- Bezuidenhout, A. & Schultz, C. (2013). Transformational leadership and employee engagement in the mining industry. Journal of contemporary management, 10(1), 279-297.
- Brown, S. P. (1996). A meta-analysis and review of organizational research on job involvement. Psychological Bulletin, 120, 235–255.
- Burns, J.M. (1978). Leadership. New York, NY: Harper & Row.
- Gibson, J.L, Ivancevich, J.M, Donnely, J.H & Konopaske, R. (2012). Organizations: behaviour, structure, processes. Boston: McGraw-Hill.
- Groenewald, A. & Ashfield, G. (2008). When leaders are also explorers. The Star Workplace, 7 May, 56.
- Gill, R. (2006). Theory and practice of leadership. Thousand Oaks: Sage Publications Ltd.
- Gonzalez-Roma V. Schaufli, W.B. Bakker A. B. & Lioret, S. (2006). Burnout and work engagement. Journal of Vocational Behaviour, 68, 165–174.
- Hallberg, U. E., & Schaufeli, W. B. (2006). “Same same” but different? Can work engagement be discriminated from job involvement and organizational commitment? European psychologist, 11(2), 119-127.
- Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
- Hayati, D. Charkhabi, M., & Naami, A.Z. (2014). The relationship between transformational leadership and work engagement in governmental hospitals nurses: a survey study. Springer Plus, 3(25), 3-25.
- Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6), 891-902.
- Hughes, M. (2010). The leadership of change. In M. Hughes (Ed). Managing change: A critical perspective, pp. 135-149. London: CIPD.
- Joubert, M. & Roodt, G. (2011). Identifying enabling management practices for employee engagement. Acta Commercii, 11(1), 88-110.
- Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21, 949–964.
- Kahn, W. A (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
- Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81(1), 36-51.
- Kular, S., Gatenby, M., Rees, C., Soane, E., & Truss, K. (2008). Employee engagement: A literature review. Kingston University, Kingston Business School. Retrieved from http://eprints.kingston. ac.uk/4192/1/19wempen.pdf
- Langelaan, S., Bakker, A. B., Van Doornen, L. P. & Schaufeli, W. B. (2006). Burnout and work engagement. Do individual differences make a difference. Personality and Individual Differences, 40(3),521–532.
- Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56(1), 485–516.
- Liorens, S. Schaufeli, W.B, Bakker, A. & Salanova, M. (2007). Does a positive gain spiral of resources, efficacy beliefs and engagement exist? Computers in Human Behaviour, 23(1), 825–841.
- Littman-Ovadia, H., & Balducci, C. (2013). Psychometric properties of the Hebrew version of the Utrecht work engagement scale (UWES-9). European Journal of Psychological Assessment, 29(1), 58-63.
- Marquis, B.L & Huston, C. J. (2008). Leadership roles and management functions in nursing theory and application. Sixth edition. China: Wolters Kluwer Health/Lippincott Williams and Wilkins.
- Mokgolo, M. M., Mokgolo, P. & Modiba, M. (2012). Transformational leadership in the South African public service after the April 2009 national elections. South African Journal of Human Resource Management, 10(1), 1-9.
- Northouse, P. G. (2010). Leadership, theory and practice. 5th Edition, Thousand Oaks, California: Sage Publications.
- Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701-716.
- Salanova, M., Agut, S. & Peiro, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer royalty. Journal of Applied Psychology, 90(6), 1217–1227.
- Schaufeli, W. B., Salanova, M., Gonzalez-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92.
- Schaufeli, W. & Bakker, A. (2003). Utrecht work engagement scale: Preliminary Manual. Utrecht: Occupational Health Psychology Unit, Utrecht University, 1-58.
- Shamir, B., & Howell, J.M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. Leadership Quarterly, 10(2), 257-283.
- Sharma, U., & Rajput, B. (2017). Work engagement in India: Psychometric evaluation of Utrecht work engagement scale. MANTHAN: Journal of Commerce and Management, 4(2), 54-64.
- Spector, P. E (2004). Industrial and organizational psychology: Research and practice. New York, NY: John Wiley.
- Steers, R. M., Porter, L. W., & Bigley, G. A. (2004). Motivation and leadership of work. New York: McGraw-Hill.
- Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: Transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviours in three emerging economies. International Journal of Human Resource Management, 14(7), 1083–1101.
- Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285–305.
- Zhu, W., Avolio, B. J., & Walumbwa, F. O. (2009). Moderating role of follower characteristics with transformational leadership and follower work engagement. Group & Organization Management, 34(5), 590-619.
Abstract Views: 501
PDF Views: 0