Impact of Transformational Leadership on Employee Engagement
DOI:
https://doi.org/10.61841/n9gqx236Keywords:
Employee Engagement, Transformational Leadership, Engagement in organizations.Abstract
Transformational leadership is a form of leadership in which relationship are planned around a combines reason in a way that over, inspire and increase the performance and moral aspiration of supporters. The proposed study examines the impact of transformational leadership on employee engagement. Data was collected from the one of the leading private bank i.e. Jammu and Kashmir Bank Pvt. Ltd. (J&K bank) employees in Jammu and Kashmir and convenience sampling method was used to collect the data. A 5 point likert scale questionnaire, consisting of 27 items was designed. Hypotheses were tested by using structural equation modelling (SEM). The research findings revealed that transformational leadership have positive and significant impact on employee engagement.
Downloads
References
[1] Ahanger, R.G. (2009). Building managers as transformational Leaders in public sector banks, International
Review of Business Research Papers, 5(5), 355-364
[2] Albion, M. J., & Gagliardi, R. E. (2007). A study of transformational leadership, organizational change and
job satisfaction. Retrieved from http://eprints.usq.edu.au/3098/1/Albion_Gagliardi.pdf
[3] Amabile, T. M. (1996). Creativity in context. Boulder, Co: Westview.
[4] Amabile, T.M. (1998). How to kill creativity. Harvard Business Review, 76(5), 77-87.
[5] Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modelling in practice:
[6] A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423
[7] Antonakis, J., Avolio, B. J. & Sivasubramaniam, N. (2003). Context and leadership: An examination of the
nine-factor full-range leadership theory using the multifactor leadership questionnaire. The Leadership
Quarterly, 14, 261-295.
[8] Argyris C, Schon DA. (1978). Organizational Learning: A Theory of Action Perspective. Addison- Wesley:
Reading (MA).
[9] Avolio, B. J. & Bass, B. M. (2004). Multifactor leadership questionnaire, manual and sampler set, Third
Edition, Mind Garden, Inc.
[10] Avolio, B. J., & Bass, B. M. (1988). Transformational leadership, charisma and beyond. In J. G. Hunt, B.
R. Balaga, H. P. Bachler, & C. Schriesheim (Eds.), Emerging leadership vista (pp. 29–50). . Elmsford, NY:
Pergamon.
[11] Bass, B. (1999). Two decades of research and development in transformational leadership. European
Journal of Work and Organizational Psychology, 8(1), 9-32.
[12] Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press.
[13] Bass, B. M. (1994). Transformational leadership and team and organizational decision-making. CA: Sage
Thousand Oaks.
[14] Cummings, A., & Oldham, G. R. (1997). Enhancing creativity: Managing work contexts for the high
potential employees. California Management Review, 40(1), 22-38.
[15] De Geus, A. P. (1988). Planning as Learning. Harvard Business Review 66 (2), 70-74.
[16] Deluga, R.J. (1992). The relationship of leader-member exchanges with laissez-faire, transactional, and
transformational leadership in naval environments, in Clark, K.E., Clark, M.B. and Campbell, D.P. (Eds),
Impact of Leadership, Center for Creative Leadership, Greensboro, NC.
[17] Denison, D. R. (2000). Organizational culture: Can it be a key lever for driving organizational change. The
handbook of organizational culture. London7 Wiley; 1–26.
[18] Goodwin, V.L., Wofford, J.C. and Whittington, J.L. (2001). A theoretical and empirical extension to the
transformational leadership construct. Journal of Organizational Behaviour, 22, 759-74.
[19] Gumusluoglu, L., and Ilsev, A. (2009). Transformational Leadership, Creativity and Organizational
Innovation. Journal of Business Research, 62, 461-473.
[20] Hage, J. and Dewar, R. (1973). Elite value versus organizational structure in predicting innovation.
Administrative Science Quarterly, 18, 279–290.
[21] Hair, J. J. F., Black, W. C., & David, J. O. (2006). Marketing Research: With a changing information
environment. New Delhi: Tata McGraw Hill.
[22] Hall, J., Johnson, S., Wysocki, A., & Kepner, K. (2008). Transformational leadership: The transformationa
of managers and associates. University of Florida, Florida.
[23] Hartog, D. (2003). Trusting others in organizations: Leaders, management and co-workers. In B.
Nooteboom & F. Six (Eds.) the trust process in organizations: Empirical studies of the determinants and the
process of trust development, pp.125-146, Cheltenham, England:
[24] Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating
expertise and relationship. The Leadership Quarterly, 13(6), 500-528.
[25] Nguyen, T. D., & Barrett, N. J. (2006). The adoption of the internet by export Firms in transitional markets.
Asia Pacific Journal of Marketing and Logistics, 18(1), 29-42.
[26] Oldham, G. R. and Cummings, A. (1996). Employee creativity: Personal and contextual factors at work.
Academy of Management Journal, 39, 607–634.
[27] Pillai, R., Schrieshem, C., & Williams, E. S. (1999). Fairness perceptions and trust as mediators for
transformational and transactional leadership: A two-sample study. Journal of Management, 25(6), 897–
933.
[28] Podsakoff, P. M., MacKenzie, S. B., and Bommer, H. (1996). Transformational leader behaviours and
substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational
citizenship behaviours. Journal of Management, 22(2), 259-298.
[29] Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. and Fetter, R. (1990). Transformational leader
behaviours and their effects on their followers’ trust in the leader, satisfaction and organizational citizenship
behaviours. The Leadership Quarterly, 1, 107-142.
[30] Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of Transformational Leadership: Conceptual and
Empirical Extensions. The Leadership Quarterly, 15, 329-354.
[31] Redmond, M. R., Mumford, M. D. & Teach, R. (1993). Putting creativity to work: Effects of leader
behaviour on subordinate creativity. Organizational Behaviour and Human Decision Processes, 55, 120–
151.
[32] Atwal, H and Sandhu, V. (2019). Approach and impact of personal characteristics on employees ecoinitiatives. Ecology, Environment and Conservation.(Scopus Indexed journal) VOL. 25 (November Suppl.
Issue) : 2019.
[33] Atwal, H & Sandhu, V. (2019). Development and Description of conceptual Model related to Employee
Engagement in Organizations. International Journal of Engineering & Technology (Scopus Indexed )
ISSN:2249-8958, volume -8, Issue-5s July 2019.
Downloads
Published
Issue
Section
License
Copyright (c) 2025 Author
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.