2,070
Views
0
CrossRef citations to date
0
Altmetric
MANAGEMENT

Disentangling the relationship between transformational leadership and work engagement: Employee empowerment as a mediator and work experience and gender as moderators

ORCID Icon, ORCID Icon, ORCID Icon & ORCID Icon
Article: 2291851 | Received 17 Jul 2023, Accepted 01 Dec 2023, Published online: 14 Dec 2023

References

  • Al-Abdullat, B. M., & Dababneh, A. (2018). The mediating effect of job satisfaction on the relationship between organizational culture and knowledge management in Jordanian banking sector. Benchmarking: An International Journal, 25(2), 517–27. https://doi.org/10.1108/BIJ-06-2016-0081
  • Alessa, S. G. (2021). The dimensions of transformational leadership and its organizational effects in public universities in Saudi Arabia: A systematic Review. Frontiers in Psychology, 12, 682092. https://doi.org/10.3389/fpsyg.2021.682092
  • Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human Resource Management, 24(2), 330–351. https://doi.org/10.1080/09585192.2012.679950
  • Allen, S., Winston, B. E., Tatone, G. R., & Crowson, H. M. (2018). Exploring a model of servant leadership, empowerment, and commitment in non-profit organizations. Nonprofit Management & Leadership, 29(1), 123–140. https://doi.org/10.1002/nml.21311
  • Alok, K., & Israel, D. (2012). Authentic leadership & work engagement. Indian Journal of Industrial Relations, 47, 498–510.
  • Altaher, D. A., Alqudah, D. S., & Shrouf, D. H. (2018). The impact of employees empowerment in business development on commercials banks. American Academic & Scholarly Research Journal, 10(1), 57–66.
  • Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A Review and recommended two-Step approach. Psychological Bulletin, 103(3), 411–423. https://doi.org/10.1037/0033-2909.103.3.411
  • Andrew, O. C., & Sofian, S. (2012). Individual factors and work outcomes of employee engagement. Procedia-Social and Behavioral Sciences, 40, 498–508.
  • Anjani, P. K., Sundram, S., & Abinaya, V. (2020). The impact of COVID-19 on work force in the information technology sector. European Journal of Molecular & Clinical Medicine, 7(2), 3660–3674.
  • Arntz, M., Yahmed, B. S., & Berlingieri, F. (2020). Working from home and COVID-19: The chances and risks for gender gaps. Intereconomics, 55(6), 381–386. https://doi.org/10.1007/s10272-020-0938-5
  • Aruldoss, A., Berube Kowalski, K., Travis, M. L., & Parayitam, S. (2022). The relationship between work–life balance and job satisfaction: Moderating role of training and development and work environment. Journal of Advances in Management Research, 19(2), 240–271.
  • Avolio, B. J., & Bass, B. M. (2001). Developing potential across a full range of leadership tm: Cases on transactional and transformational leadership. Psychology Press.
  • Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the multifactor leadership. Journal of Occupational & Organizational Psychology, 72(4), 441–462. https://doi.org/10.1348/096317999166789
  • Babcock-Roberson, M. E., & Strickland, O. J. (2010). The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors. The Journal of Psychology, 144(3), 313–326. https://doi.org/10.1080/00223981003648336
  • Bakker, A. B. (2017). Strategic and proactive approaches to work engagement. Organizational Dynamics, 46(1), 67–75. https://doi.org/10.1016/j.orgdyn.2017.04.002
  • Bakker, A. B., & Demerouti, E. (2007). The job demands‐resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115
  • Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209–223. https://doi.org/10.1108/13620430810870476
  • Bakker, A. B., & Demerouti, E. (2014). Job demands-resources theory. In P. Y. Chen & C. L. Cooper (Eds.), Work and wellbeing: A complete reference Guide (pp. 1–28). John Wiley & Sons. https://doi.org/10.1002/9781118539415.wbwell019
  • Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056
  • Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. https://doi.org/10.1037/0021-9010.86.3.499
  • Bakker, A. B., & Xanthopoulou, D. (2009). The crossover of daily work engagement: Test of an actor–partner interdependence model. Journal of Applied Psychology, 94(6), 1562–1571. https://doi.org/10.1037/a0017525
  • Balakrishnan, S. R., Soundararajan, V., & Parayitam, S. (2022). Recognition and rewards as moderators in the relationships between antecedents and performance of women teachers: Evidence from India. International Journal of Educational Management, 36(6), 1002–1026. https://doi.org/10.1108/IJEM-12-2021-0473
  • Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
  • Bass, B., & Avolio, B. (1994). Improving organisational effectiveness through transformational leadership. Sage Publications.
  • Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership, Lawrence Erlbaum Associates. Mahwah, NJ.
  • Bekirogullari, Z. (2019). Employees’ empowerment and engagement in attaining personal and organisational goals. European Journal of Social & Behavioural Sciences, 26(3), 289–306. https://doi.org/10.15405/ejsbs.264
  • Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational & Organizational Psychology, 87(1), 138–157. https://doi.org/10.1111/joop.12041
  • Breevaart, K., & Zacher, H. (2019). Main and interactive effects of weekly transformational and laissez-faire leadership on followers’ trust in the leader and leader effectiveness. Journal of Occupational & Organizational Psychology, 92(2), 384–409. https://doi.org/10.1111/joop.12253
  • Browne, M. W. (1993). Testing structural equation models. 136.
  • Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64–75. https://doi.org/10.1016/j.ijhm.2018.06.014
  • Burns, J. M. (1978). Leadership. Harper and Row.
  • Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further assessments of Bass’s (1985) conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80(4), 468.
  • Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business & Psychology, 14(3), 389–405. https://doi.org/10.1023/A:1022991115523
  • Chatterjee, S., & Shukla, A. (2020). Identification and risk profiling of major stressors in the Indian IT sector. Global Business Review, 24(1), 121–136. https://doi.org/10.1177/0972150919886457
  • Chidambaram, V., Ramachandran, G., Chandrasekar, T., & Parayitam, S. (2022). Relationship between stress due to COVID-19 pandemic, telecommuting, work orientation and work engagement: Evidence from India. Journal of General Management, 1–14. https://doi.org/10.1177/03063070221116512
  • Chiles, A. M., & Zorn, T. E. (1995). Empowerment in organizations: Employees’ perceptions of the influences on empowerment. Journal of Applied Communication Research, 23(1), 1–25. https://doi.org/10.1080/00909889509365411
  • Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: The mediating role of employee empowerment. Human Resources for Health, 14(1), 73. https://doi.org/10.1186/s12960-016-0171-2
  • Çoban, S. (2022). Gender and telework: Work and family experiences of teleworking professional, middle‐class, married women with children during the Covid‐19 pandemic in Turkey. Gender, Work, & Organization, 29(1), 241–255. https://doi.org/10.1111/gwao.12684
  • Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471–482. https://doi.org/10.2307/258093
  • Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), 834–848. https://doi.org/10.1037/a0019364
  • Daft, R. (2014). New era Management (11th ed.). Cengage Learning.
  • Dahou, K., & Hacini, I. (2018). Successful employee empowerment: Major determinants in the Jordanian context. Eurasian Journal of Business and Economics, 11(21), 49–68. https://doi.org/10.17015/ejbe.2018.021.03
  • Decuypere, A., & Schaufeli, W. (2020). Leadership and work engagement: Exploring explanatory mechanisms. German Journal of Human Resource Management, 34(1), 69–95. https://doi.org/10.1177/2397002219892197
  • Demerouti, E., & Bakker, A. B. (2011). The job demands–resources model: Challenges for future research. SA Journal of Industrial Psychology, 37(2), 1–9. https://doi.org/10.4102/sajip.v37i2.974
  • Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. https://doi.org/10.1037/0021-9010.86.3.499
  • Derue, D. S., Nahrgang, J. D., Wellman, N. E., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel Psychology, 64(1), 7–52. https://doi.org/10.1111/j.1744-6570.2010.01201.x
  • D’Souza, G. S., Irudayasamy, F. G., & Parayitam, S. (2022). Emotional exhaustion, emotional intelligence and task performance of employees in educational institutions during COVID-19 global pandemic: A moderated-mediation model. Personnel Review, 52(3), 539–572. https://doi.org/10.1108/PR-03-2021-0215
  • Eisenbeiss, S. A., Van Knippenberg, D., & Boerner, S. (2008). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 93(6), 1438.
  • Ekaningsih, A. S. (2014). The effect of transformational leadership on the employees’ performance through intervening variables of empowerment, trust, and satisfaction (a study on coal companies in East Kalimantan). European Journal of Business and Management, 6(22), 111–117.
  • Farahnak, L. R., Ehrhart, M. G., Torres, E. M., & Aarons, G. A. (2020). The influence of transformational leadership and leader attitudes on subordinate attitudes and implementation success. Journal of Leadership & Organizational Studies, 27(1), 98–111. https://doi.org/10.1177/1548051818824529
  • Fayda-Kinik, F. S. (2022). The role of organisational commitment in knowledge sharing amongst academics: An insight into the critical perspectives for higher education. International Journal of Educational Management, 36(2), 179–193. https://doi.org/10.1108/IJEM-03-2021-0097
  • Fernet, C., Trépanier, S.-G., Austin, S., Gagné, M., & Forest, J. (2015). Transformational leadership and optimal functioning at work: On the mediating role of employees’ perceived job characteristics and motivation. Work & Stress, 29(1), 11–31.
  • Fitzgerald, S., & Schutte, N. S. (2010). Increasing transformational leadership through enhancing self‐efficacy. Journal of Management Development, 29(5), 495–505.
  • Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104
  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343–372. https://doi.org/10.1016/j.leaqua.2005.03.003
  • Ghadi, M. Y., Fernando, M., & Caputi, P. (2013). Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership & Organization Development Journal, 34(6), 532–550. https://doi.org/10.1108/LODJ-10-2011-0110
  • Gherardi, S. (1994). The gender we think, the gender we do in our everyday organizational lives. Human Relations, 47(6), 591–610. https://doi.org/10.1177/001872679404700602
  • Gielen, U., & Roopnarine, J. (2005). Families in global perspective. Allyn and Bacon/Pearson.
  • Gong, Y., Wu, Y., Huang, P., Yan, X., & Luo, Z. (2020). Psychological empowerment and work engagement as mediating roles between trait emotional intelligence and job satisfaction. Frontiers in Psychology, 11, 232. https://doi.org/10.3389/fpsyg.2020.00232
  • Grošelj, M., Černe, M., Penger, S., & Grah, B. (2021). Authentic and transformational leadership and innovative work behaviour: The moderating role of psychological empowerment. European Journal of Innovation Management, 24(3), 677–706. https://doi.org/10.1108/EJIM-10-2019-0294
  • Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate data analysis (8th ed.). Cengage Learning.
  • Halbesleben, J. R. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences. Work Engagement: A Handbook of Essential Theory and Research, 8(1), 102–117.
  • Halbesleben, J. R., Harvey, J., & Bolino, M. C. (2009). Too engaged? A conservation of resources view of the relationship between work engagement and work interference with family. Journal of Applied Psychology, 94(6), 1452–1465. https://doi.org/10.1037/a0017595
  • Halbesleben, J. R. B., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work & Stress, 22(3), 242–256.
  • Han, S. J., Kim, M., Beyerlein, M., & DeRosa, D. (2020). Leadership role effectiveness as a mediator of team performance in new product development virtual teams. Journal of Leadership Studies, 13(4), 20–36.
  • 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.
  • Hater, J. J., & Bass, B. M. (1988). Superiors’ evaluations and subordinates’ perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73(4), 695.
  • Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. The Guilford Press.
  • Heathfield, S. M. (2012). Training: Your investment on people development and retention. Human Resource Journal, 56(2), 12–17.
  • 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. https://doi.org/10.1037/0021-9010.78.6.891
  • Irshad, H., Umar, K. M., Rehmani, M., Khokhar, M. N., Anwar, N., Qaiser, A., & Naveed, R. T. (2021). Impact of work-from-home Human Resource practices on the performance of online teaching faculty during coronavirus disease 2019. Frontiers in Psychology, 12, 740644. https://doi.org/10.3389/fpsyg.2021.740644
  • Isimoya, A., & Bakarey, B. (2013). Employees’ empowerment and customers’ satisfaction in insurance industry in Nigeria. Australian Journal of Business and Management Research, 3(5), 1–11. https://doi.org/10.52283/NSWRCA.AJBMR.20130305A01
  • Jnaneswar, K., & Ranjit, G. (2020). Effect of transformational leadership on job performance: Testing the mediating role of corporate social responsibility. Journal of Advances in Management Research, 17(5), 605–625. https://doi.org/10.1108/JAMR-05-2020-0068
  • Jose, G., & Mampilly, S. R. (2014). Psychological empowerment as a predictor of employee engagement: An empirical attestation. Global Business Review, 15(1), 93–104.
  • Joubert, M., & Roodt, G. (2011). Identifying enabling management practices for employee engagement. Acta Commercii, 11(1), 88–110. https://doi.org/10.4102/ac.v11i1.155
  • Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755
  • Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14(4–5), 525–544. https://doi.org/10.1016/S1048-9843(03)00050-X
  • Jung, D., Yammarino, F. J., & Lee, J. K. (2009). Moderating role of subordinates’ attitudes on transformational leadership and effectiveness: A multi-cultural and multi-level perspective. The Leadership Quarterly, 20, 586–603. https://doi.org/10.1016/j.leaqua.2009.04.011
  • Kahn, W. A. (1990). Psychological conditions of personal engagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287
  • Kark, R., Shamir, B., & Chen, G. (2003). Two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246–255. https://doi.org/10.1037/0021-9010.88.2.246
  • Kelan, E. K. (2010). Gender logic and (un)doing gender at work. Gender, Work, & Organization, 17(2), 174–194. https://doi.org/10.1111/j.1468-0432.2009.00459.x
  • Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model. Future Business Journal, 6(1), 40. https://doi.org/10.1186/s43093-020-00043-8
  • Kim, N., & Kang, S. W. (2017). Older and more engaged: The mediating role of age linked resources on work engagement. Human Resource Management, 56(5), 731–746. https://doi.org/10.1002/hrm.21802
  • Kim, S., & Shin, M. (2017). The effectiveness of transformational leadership on empowerment: The roles of gender and gender dyads. Cross Cultural & Strategic Management, 24(2), 271–287. https://doi.org/10.1108/CCSM-03-2016-0075
  • Knight, S. L., Lloyd, G. M., Arbaugh, F., Gamson, D., McDonald, S. P., Nolan, J., Jr., & Whitney, A. E. (2017). Performance assessment of teaching: Implications for teacher education. Journal of Teacher Education, 65(5), 372–374. https://doi.org/10.1177/0022487114550475
  • Kovjanic, S., Schuh, S. C., & Jonas, K. (2013). Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement. Journal of Occupational & Organizational Psychology, 86(4), 543–555. https://doi.org/10.1111/joop.12022
  • Kowalski, K. B., Aruldoss, A., Gurumurthy, B., & Parayitam, S. (2022). Work-from-home productivity and job satisfaction: A Double-layered moderated mediation model. Sustainability, 14(18), 11179. https://doi.org/10.3390/su141811179
  • Kramer, A., & Kramer, K. Z. (2020). The potential impact of the covid-19 pandemic on occupational status, work from home, and occupational mobility. Journal of Vocational Behavior, 119(May), 1–4. https://doi.org/10.1016/j.jvb.2020.103442
  • Ladergaard, H. J. (2011). ‘Doing power’ at work: Responding to male and female management styles in a global business corporation. Journal of Pragmatics, 43(1), 4–19. https://doi.org/10.1016/j.pragma.2010.09.006
  • Lai, F.-Y., Tang, H.-C., Lu, S.-C., Lee, Y.-C., & Lin, C.-C. (2020). Transformational leadership and job performance: The mediating role of work engagement. SAGE Open, 10(1), 215824401989908. https://doi.org/10.1177/2158244019899085
  • Latkin, C. A., Edwards, C., Davey-Rothwell, M. A., & Tobin, K. E. (2017). The relationship between social desirability bias and self-reports of health, substance use, and social network factors among urban substance users in Baltimore, Maryland. Addictive Behaviors, 73, 133–136. https://doi.org/10.1016/j.addbeh.2017.05.005
  • Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85(3), 407–416. https://doi.org/10.1037/0021-9010.85.3.407
  • Lonska, J., Mietule, I., Litavniece, L., Arbidane, I., Vanadzins, I., Matisane, L., & Paegle, L. (2021). Work–life balance of the employed population during the emergency situation of COVID-19 in Latvia. Frontiers in Psychology, 12, 682459. https://doi.org/10.3389/fpsyg.2021.682459
  • Lopez-Zafra, E., Pulido-Martos, M., & Cortés-Denia, D. (2022). Vigor at work mediates the effect of transformational and authentic leadership on engagement. Scientific Reports, 12(1), 17127. https://doi.org/10.1038/s41598-022-20742-2
  • Lord, R. G., Day, D. V., Zaccaro, S. J., Avolio, B. J., & Eagly, A. H. (2017). Leadership in applied psychology: Three waves of theory and research. Journal of Applied Psychology, 102(3), 434–451. https://doi.org/10.1037/apl0000089
  • Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30. https://doi.org/10.1111/j.1754-9434.2007.0002.x
  • MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29, 115–134.
  • Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business & Management, 5(12), 89.
  • Masa’deh, R., Obeidat, B. Y., & Tarhini, A. (2016). A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modelling approach. Journal of Management Development, 35(5), 681–705. https://doi.org/10.1108/JMD-09-2015-0134
  • Masry-Herzalah, A., & Dor-Haim, P. (2022). Teachers’ technological competence and success in online teaching during the COVID-19 crisis: The moderating role of resistance to change. International Journal of Educational Management, 36(1), 1–13. https://doi.org/10.1108/IJEM-03-2021-0086
  • Meng, F., Xu, Y., Liu, Y., Zhang, G., Tong, Y., & Lin, R. (2022). Linkages between transformational leadership, work meaningfulness and work engagement: A multilevel cross-sectional study. Psychology Research and Behavior Management, 15, 367–380. https://doi.org/10.2147/PRBM.S344624
  • Montgomery, D. C., Peck, E. A., & Vining, G. G. (2021). Introduction to Linear regression analysis. John Wiley & Sons.
  • Mushtaque, I., Waqas, H., & Awais-E-Yazdan, M. (2022). The effect of technostress on the teachers’ willingness to use online teaching modes and the moderating role of job insecurity during COVID-19 pandemic in Pakistan. International Journal of Educational Management, 36(1), 63–80. https://doi.org/10.1108/IJEM-07-2021-0291
  • Nagarajan, R., Alagiri, R. S., Reio, T. G., Elangovan, R., & Parayitam, S. (2022). The COVID-19 impact on employee performance and satisfaction: A moderated moderated-mediation conditional model of job crafting and employee engagement. Human Resource Development International, 25(5), 600–630. https://doi.org/10.1080/13678868.2022.2103786
  • Nahrgang, J. D., Morgeson, F. P., & Hofmann, D. A. (2011). Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes. Journal of Applied Psychology, 96(1), 71–94. https://doi.org/10.1037/a0021484
  • Ng, T. W. H., & Feldman, D. C. (2009). Age, work experience, and the psychological contract. Journal of Organizational Behavior, 30(8), 1053–1075. https://doi.org/10.1002/job.599
  • Nguni, S., Sleegers, P., & Denessen, E. (2006). Transformational and transactional leadership effects on teachers’ job satisfaction, organizational commitment, and organizational citizenship behavior in primary schools. School Effectiveness and School Improvement, 17(2), 145–177. https://doi.org/10.1080/09243450600565746
  • Nguyen, V. T., Siengthai, S., Swierczek, F., & Bamel, U. K. (2019). The effects of organizational culture and commitment on employee innovation: Evidence from Vietnam’s IT industry. Journal of Asia Business Studies, 13(4), 719–742.
  • Özaralli, N. (2003). Effects of transformational leadership on empowerment and team effectiveness. Leadership & Organization Development Journal, 24(6), 335–344. https://doi.org/10.1108/01437730310494301
  • Park, S., Kim, J., Park, J., & Lim, D. H. (2018). Work engagement in nonprofit organizations: A conceptual model. Human Resource Development Review, 17(1), 5–33. https://doi.org/10.1177/1534484317750993
  • Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142. https://doi.org/10.1016/1048-9843(90)90009-7
  • Przepiorka, A., Błachnio, A., Cudo, A., & Kot, P. (2021). Social Anxiety and social Skills via problematic smartphone use for predicting somatic symptoms and Academic performance at primary School. Computers & Education, 173(C), 104286. https://doi.org/10.1016/j.compedu.2021.104286
  • Rahmadani, V. G., & Schaufeli, W. B. (2022). Engaging leadership and work engagement as moderated by “diuwongke”: An Indonesian study. The International Journal of Human Resource Management, 33(7), 1267–1295. https://doi.org/10.1080/09585192.2020.1799234
  • Rajagopalan, M., Abdul Sathar, M. B., & Parayitam, S. (2022). Self-efficacy and Emotion Regulation as moderators in the relationship between Learning strategies of students and Academic performance: Evidence from India. FIIB Business Review, 1–15. https://doi.org/10.1177/23197145221113375
  • Rich, B. L. Lepine, J. A. & Crawford, E. R.(2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617–635.
  • Rosso, B. D., Dekas, K. H., & Wrzesniewski, A. (2010). On the meaning of work: A theoretical integration and review. Research in Organizational Behavior, 30(1), 91–127. https://doi.org/10.1016/j.riob.2010.09.001
  • Ruiz-Palomino, P., Linuesa-Langreo, J., & Elche, D. (2023). Team-level servant leadership and team performance: The mediating roles of organizational citizenship behavior and internal social capital. Business Ethics, the Environment & Responsibility, 32(S2), 127–144. https://doi.org/10.1111/beer.12390
  • Ruiz-Palomino, P., & Zoghbi-Manrique de Lara, P. (2020). How and when servant leaders fuel creativity: The role of servant attitude and intrinsic motivation. International Journal of Hospitality Management, 89, 102537. https://doi.org/10.1016/j.ijhm.2020.102537
  • Rüsch, N. & Corrigan, P. W.(2002). Motivational interviewing to improve insight and treatment adherence in schizophrenia. Psychiatric rehabilitation journal, 26(1), 23.
  • Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
  • Satpathy, S., Patel, G., & Kumar, K. (2021). Identifying and ranking techno-stressors among IT employees due to work from home arrangement during covid-19 pandemic. Decision, 48(4), 391–402. https://doi.org/10.1007/s40622-021-00295-5
  • Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
  • Schaufeli, W. B., Salanova, M., González-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. https://doi.org/10.1023/A:1015630930326
  • Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577–594. https://doi.org/10.1287/orsc.4.4.577
  • Shuck, B., & Reio Jr, T. G. (2014). Employee engagement and well-being: A moderation model and implications for practice. Journal of Leadership & Organizational Studies, 21(1), 43–58.
  • Shuck, B., & Rose, K. (2013). Reframing employee engagement within the context of meaning and purpose: Implications for HRD. Advances in Developing Human Resources, 15(4), 341–355. https://doi.org/10.1177/1523422313503235
  • Sivagnanam, P., Pillai, A. R., Elangovan, R., & Parayitam, S. (2022). Knowledge management process, infrastructure, and system quality as resilient strategies to respond to COVID-19 pandemic challenges: Evidence from higher educational institutions in India. Knowledge & Process Management, 30(4), 333–354. https://doi.org/10.1002/kpm.1722
  • Somali, S., & Motwali, R. (2018). The impact of transformational leadership on empowering and creating employees for administrators in higher education institution: An empirical study on administrative employees at King Abdelaziz University in the Kingdom of Saudi Arabia. Journal of Economics Administrative and Legal Sciences, 2, 18–38.
  • Spreitzer, G. M., Kizilos, M. A., & Nason, S. W. (1997). A dimensional analysis of the relationship between psychological empowerment and effectiveness, satisfaction and strain. Journal of Management, 23(5), 679–704. https://doi.org/10.1177/014920639702300504
  • Sułkowski, L., Przytuła, S., Borg, C., & Kulikowski, K. (2020). Performance appraisal in universities—assessing the tension in public service motivation (PSM). Education Sciences, 10(7), 174. https://doi.org/10.3390/educsci10070174
  • Taneja, S., Sewell, S. S., & Odom, R. Y. (2015). A culture of employee engagement: A strategic perspective for global managers. The Journal of Business Strategy, 36(3), 46–56. https://doi.org/10.1108/JBS-06-2014-0062
  • Tengi, M., Mansor, M., & Zahari, H. (2017). A review theory of transformational leadership for school. The International Journal of Academic Research in Business & Social Sciences, 7, 792–799. https://doi.org/10.6007/IJARBSS/v7-i3/2847
  • Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666–681. https://doi.org/10.5465/amr.1990.4310926
  • Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers’ daily work engagement? The Leadership Quarterly, 22(1), 121–131. https://doi.org/10.1016/j.leaqua.2010.12.011
  • Tsui, A. S., Pearce, J. L., Porter, L. W., & Hite, J. P. (1995). Choice of employee-organization relationship: Influence of external and internal organizational factors. In F. G. R (Ed.), Research in personnel and human resource management. Greenwich (pp. 117–151). JAI Pres.
  • Usman, S. A., Kowalski, K. B., Andiappan, V. S., & Parayitam, S. (2021). Effect of Knowledge sharing and interpersonal trust on psychological capital and emotional intelligence in higher-educational institutions in India: Gender as a moderator. FIIB Business Review, 11(3), 315–335. https://doi.org/10.1177/23197145211011571
  • van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic—transformational leadership research: Back to the drawing board? The Academy of Management Annals, 7(1), 1–60. https://doi.org/10.5465/19416520.2013.759433
  • Waldman, D. A., & Spangler, W. D. (1989). Putting together the pieces: A closer look at the determinants of job performance. Human Performance, 2(1), 29–59. https://doi.org/10.1207/s15327043hup0201_2
  • Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223–270. https://doi.org/10.1177/1059601111401017
  • Wang, L., Sun, Y., Li, J., Xu, Y., Chen, M., Zhu, X., & Wang, D. (2022). Effects of Ambidextrous leadership on employees’ work behavior: The mediating role of psychological empowerment. Frontiers in Psychology, 13, 862799. https://doi.org/10.3389/fpsyg.2022.862799
  • Wei, F., Yuan, X., & Di, Y. (2010). Effects of transactional leadership, psychological empowerment and empowerment climate on creative performance of subordinates: A cross-level study. Frontiers of Business Research in China, 4(1), 29–46. https://doi.org/10.1007/s11782-010-0002-6
  • Xanthopoulou, D., Bakker, A. B., Dollard, M. F., Demerouti, E., Schaufeli, W. B., Taris, T. W., & Schreurs, P. J. (2007). When do job demands particularly predict burnout? The moderating role of job resources. Journal of Managerial Psychology, 22(8), 766–786. https://doi.org/10.1108/02683940710837714
  • Yammarino, F. J., Spangler, W. D., & Bass, B. M. (1993). Transformational leadership and performance: A longitudinal investigation. The Leadership Quarterly, 4(1), 81–102.
  • Yang, C., Chen, Y., Zhao, X., & Hua, N. (2019). Transformational leadership, proactive personality and service performance: The mediating role of organizational embeddedness. International Journal of Contemporary Hospitality Management, 32(1), 267–287. https://doi.org/10.1108/IJCHM-03-2019-0244
  • Yücel, I., & Richard, O. C. (2013). Transformational leadership, subordinate experience, and subordinate organizational commitment: Different leadership strokes for different folks. Bogazici Journal, 27(1), 19–51. https://doi.org/10.21773/boun.27.1.2
  • Zieba, M., & Bongiovanni, I. (2022). Knowledge management and knowledge security—Building an integrated framework in the light of COVID-19. Knowledge & Process Management, 29(2), 121–131. https://doi.org/10.1002/kpm.1707
  • Zoghbi-Manrique de Lara, P., Ruiz-Palomino, P., & Linuesa-Langreo, J. (2023). Compassion in hotels: Does person–Organization fit lead staff to engage in compassion-Driven citizenship behavior? Cornell Hospitality Quarterly, 64(4), 473–484. https://doi.org/10.1177/19389655231178267
  • Zohar, D. (2002). The effects of leadership dimensions, safety climate, and assigned priorities on minor injuries in work groups. Journal of Organizational Behavior, 23(1), 75–92.
  • Zou, M. (2015). Gender, work orientations and job satisfaction. Work, Employment and Society, 29(1), 3–22. https://doi.org/10.1177/0950017014559267