Exploring the mediating effects between transformational leadership and organizational performance

Abstract

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes

“…By investigating the influence of work engagement on innovative work behavior, this study significantly expands the knowledge that an organization can foster employee willingness to utilize their vigorous efforts and capabilities to exhibit innovative work behavior [148]. Thus, these findings are consistent with the previous studies concluding that employees with a greater level of work…”

Examining the role of transformational leadership and entrepreneurial orientation on employee retention with moderating role of competitive

“…According to Nielsen, Randall, Yarker, and Brenner (2008) transformational leadership is where leader inspire, motivate and encourage subordinates to stay determine and passionate with job. Earlier studies have highlighted linkage between transformational leadership and employee retention (Bass, 1985;Nielsen et al, 2008;Para-González et al, 2018;Rafferty & Griffin, 2004;Yizhong et al, 2019). Therefore, transformational leadership is hypothesized as: H7: Transformational leadership has positive influence on employee retention.…”

“…The concept of transformation leadership was introduced by Bass (1985) that indicated strong relationship between transformational and employee retention. Transformational leadership style has found influential enablers that impact on employee behavior, attitude and work performance (Para-González et al, 2018). In transformational leadership style, employee get motivation by leaders which ultimately bring positive change in employee attitude, beliefs and values towards organizations (Rafferty & Griffin, 2004).…”

Exploring the mediating of transformational leadership. Emotional intelligence on civil servants performance

“…That is, the better transformational leadership the better the performance. The better transformational leadership shown to subordinates, the higher the performance of subordinates (Para-González et al, 2018). Based on empirical statements and evidence, the hypothesis in this study is: H1: Transformational leadership is positively related to civil servants performance Transformational Leadership (TFL) Transformational leadership includes two essential elements, namely relational and dealing with real change (Antonakis & House, 2014).…”