Article: Do transformational leaders facilitate employee engagement? Assessing the mediating roles of psychological empowerment and job characteristics Journal: International Journal of Work Organisation and Emotion (IJWOE) 2024 Vol.15 No.3 pp.261 - 283 Abstract: Globally, organisations seek engaged employees, and this demand has peaked acutely with the talent war during the COVID-19 pandemic. The present study, therefore, examined how organisations can augment engagement. Through study 1 (n1 = 181), we conceptualised and empirically tested the modified global transformational leadership scale to measure the transformational leadership behaviours of managers. We then administered the standardised instrument to knowledge workers (n2 = 362) through a structured survey. We employed partial least squares structural equation modelling (PLS-SEM) on the data to test the hypothesised relationships. We found that transformational leadership style influenced employees' perception of psychological empowerment and job characteristics. Lastly, psychological empowerment and job characteristics mediated the relationship between transformational leadership and employee engagement. This seminal study conceptualised and empirically examined the relationship between transformational leadership and employee engagement through intervening variables: psychological empowerment and job characteristics. Inderscience Publishers - linking academia, business and industry through research

Title: Do transformational leaders facilitate employee engagement? Assessing the mediating roles of psychological empowerment and job characteristics

Authors: Vishal Garg; Vibhash Kumar; Arun Kumar Attree

Addresses: Department of Commerce, Shaheed Bhagat Singh College, University of Delhi, New Delhi, 110017, India ' Jindal Global Business School, O.P. Jindal University, Sonipat, Haryana, 131001, India ' Shaheed Bhagat Singh College, University of Delhi, New Delhi, 110017, India

Abstract: Globally, organisations seek engaged employees, and this demand has peaked acutely with the talent war during the COVID-19 pandemic. The present study, therefore, examined how organisations can augment engagement. Through study 1 (n₁ = 181), we conceptualised and empirically tested the modified global transformational leadership scale to measure the transformational leadership behaviours of managers. We then administered the standardised instrument to knowledge workers (n₂ = 362) through a structured survey. We employed partial least squares structural equation modelling (PLS-SEM) on the data to test the hypothesised relationships. We found that transformational leadership style influenced employees' perception of psychological empowerment and job characteristics. Lastly, psychological empowerment and job characteristics mediated the relationship between transformational leadership and employee engagement. This seminal study conceptualised and empirically examined the relationship between transformational leadership and employee engagement through intervening variables: psychological empowerment and job characteristics.

Keywords: transformational leadership; psychological empowerment; job characteristics; employee engagement; mediation analysis; PLS-SEM.

DOI: 10.1504/IJWOE.2024.140687

International Journal of Work Organisation and Emotion, 2024 Vol.15 No.3, pp.261 - 283

Received: 14 Jan 2023
Accepted: 07 Jan 2024
Published online: 30 Aug 2024 *

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Title: Do transformational leaders facilitate employee engagement? Assessing the mediating roles of psychological empowerment and job characteristics

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