Empirical investigation of moderating and mediating variables in between transformational leadership and related outcomes

Abstract

Purpose – The purpose of this paper is to evaluate the multi-layer effect of transformational leadership (TL) on employee-related outcomes, i.e. relational identification (RI) and satisfaction with leader (SWL). Further, role of leader member exchange (LMX) and the association period in between TL and RI as well as SWL shall also be examined. So, the present paper attempts to evaluate the moderated-mediated effect of TL on RI and SWL. Design/methodology/approach – The model has been tested in the higher education sector. Information regarding TL, LMX, SWL and RI has been procured from teachers. The data have been duly validated with the help of confirmatory factor analysis. Reliability has been assessed through Cronbach’s α and composite reliability. Structural equation modelling has been used for testing the hypotheses. Moderation has been checked through multi-group analysis. Findings – The results indicate that association period moderates the TL and LMX relationship. LMX mediates the TL and RI and SWL relationship. Finally, moderated- mediated impact of TL on RI and SWL have been found. Managerial, practical, social, economic implications and scope for future research have also been discussed. Research limitations/implications – This study represents a cross-sectional investigations as responses were gathered from respondents at a particular point of time. Moreover, the study is confined to government degree colleges operating in Jammu district only. In future longitudinal study can be conducted. Comparative study between private and public colleges can be undertaken in future. Practical implications – Leaders should focus on creating positive environment, where personal work goals of the subordinates are linked with organisational goals, with the help of role-person integration. Leaders should make their decisions more transparent by exhibiting consistency in their logic and reasoning. Remaining impartial in decision making will help leaders to instil trust and respect in the minds of subordinates. Trust among the followers can be increased through commitments and achievement of goals. Leaders should create more enthusiasm and optimism amongst the employees. Social implications – Leaders in education institutes should create social and emotional learning environment in the colleges. This can be done by arranging informal meetings, some kinds of fares, painting competitions and festive celebrations at collaborative level. This strategic action will help to provide an opportunity to all employees’ to come forward in an informal friendly environment, which will help to reduce stress, anxiety, and depression; and improve the quality of relationship and ultimately enhance satisfaction among followers’ with respect to their leaders. The followers work for the achievement of departmental as well as the organisational goals in collaboration with their leaders. Originality/value – The paper has evaluated the moderation of association period between TL and LMX relationship in higher education sector which has not been explored earlier in leadership studies. Many studies have evaluated the direct impact but moderated-mediated impact of TL on RI and SWL has not been evaluated earlier, which will contribute equally to academic as well as business world.

Empirical investigation of a moderating and mediating variable in between mentoring and job performance: A structural model

“…Then the standardized regression weights from this model was compared to the standardized regression weights of a model without the CLF. The results revealed that there is no item whose difference is greater than .20 (Jyoti & Bhau, 2016). Therefore, common method bias is not a problem in this study.…”

The Effect of Transformational Leadership Style on Job Satisfaction with Trust-In-Leader as Intervening Variable

“…Furthermore, Saleem (2014) asserted that transformational leader behaves to inspire and motivate followers to do something, which initiates the change in psychological conditions of organizational members but still with job satisfaction as the ultimate goal. Previous studies showed that transformational leadership has a significant and positive effect on job satisfaction (Voon et al, 2011;Munir et al, 2012;Nanjundeswaraswamy & Swamy, 2014;Saleem, 2015;Jyoti & Bhau, 2016). Under elaborations given above, the following hypothesis is Hypothesis 1 (H1): Transformational leadership style has a positive effect on job satisfaction.…”

“…A transformational leader provides followers with role-model that stimulates them to express creative and innovative behaviors, and solve a problem with a new approach. Transformational leader attends to followers' wellbeing and motivates them to increase performance, and this is where job satisfaction develops (Bushra, Ahmad, & Navee, 2011;Munir, Rahman, Malik, & Ma'amor, 2012;Nanjundeswaraswamy & Swamy, 2014;Saleem, 2015;Jyoti & Bhau, 2016).…”

“…Few earlier studies said that transformational leadership has successfully produced the expected individual behavior (Judge & Piccolo, 2004;Liu, Siu, & Shi, 2010). Other studies found that transformational leadership has a significant and positive effect on employee's job satisfaction (Bushra, Ahmad, & Navee, 2011;Munir, Rahman, Malik, & Ma'amor, 2012;Nanjundeswaraswamy & Swamy, 2014;Saleem, 2015;Jyoti & Bhau, 2016).…”

Pengaruh Gaya Kepemimpinan Transformasional dan Budaya Tri Hita Karana pada Kinerja LPD

“…818-832 DOI: https://doi.org/10.24843/EJA.2019.v29.i02.p25 kepemimpinan transformasional dan hasil juga telah diperiksa dimoderasi oleh pengayaan pekerjaan, penetapan tujuan dan karakteristik pekerjaan, keterlibatan kerja, keinginan berpindah. Pengikut yang mengalami perilaku yang memotivasi dan peduli dari pemimpin mereka menjadikan hubungan pertukaran anggota pemimpin mereka sangat berharga karena mereka menganggap pemimpin mereka dapat diandalkan dan dapat dipercaya dalam proses pertukaran (Jyoti & Bhau, 2016).…”