The aim of present study was in line with transformational theory to examine the direct and indirect effect of individual-focused transformational leadership (TFL) on leader-rated Job Performance. Data collected through questionnaires from sample of 202 employees of a national state-owned mobile telecommunications company in China. Afterwards, the hierarchical multiple regressions were adapted to examine the proposed hypotheses. Empirical findings of data provides evidence to support our intended hypothesizes and revealed that individual-focused TFL and Employee Work Engagement (EWE) were significantly related to Job Performance, in which the effect of individual TFL on Job Performance was mediated by the EWE. Practically, indicated that work groups or organizations by stimulating and inspiring leaders who would demonstrate transformational behaviors as a significant prerequisite for employees to be engaged, may be able to increase employees’ Job Performance. This study was one of the first to examine antecedents and consequence of EWE simultaneously. More implications for theory, practices for practitioners and future researches are discussed.

Due to the nature of organizations as hierarchically nested systems, multilevel theoretical models are relevant to the vast majority of organizational phenomena; hence, the main purpose of this review was clarifying the importance of conceptualization and testing theories at multiple levels of analysis. By doing this, the current study added to the gloom by providing a comprehension literature review with explicit consideration of multilevel directed theory and measures in organizational studies. Specifically, this review answered call for deliberate distinction between individual and group levels of analysis in leadership research, in particular transformational leadership (TFL) which in recent years, based on well-grounded theory stating to multiple levels is scarce. Our multilevel approach in examining organizational phenomena at different levels corroborates the recommendation to investigate the impact of constructs and their relationships at multiple levels of analysis. Finally, two prominent measurement models which have been conducted to exhibit dual level transformational leadership behaviors were recommended.