How Transformational Leaders Are Engaged in Work Settings During Episode of Covid-19? Exploring Mediating Effects of Structural Empowerment and Process Innovation

Abstract

In this modern world with the growing trend of globalization, cultural and environmental changes, and the increased pace of technological advancements, new challenges have appeared in a tremendous manner. In the wake of these recent trends and complexities alongside the worldwide pandemic (COVID-19), organizations are working to provide a self-motivated and highly engaging environment for employees. The study intends to explore the relationship between Transformational Leadership (TFL) and Work Engagement (WE) with the mediating role of Structural Empowerment (SE) and Process Innovation (PI) during COVID-19. The quantitative research methodology was utilized and a simple random sampling technique was used for collection of data from 360 supervisors of banks in Pakistan using questionnaires. Hypotheses are tested with the help of Structural Equation Modeling (SEM) by using AMOS. By using SEM, confirmatory factor analysis revealed a statistically significant model. Outcomes showed a significant connection among TFL, WE, and PI. However, SE only significantly relates to TFL. Partial mediation through PI was discovered with the presence of a significant indirect path between TFL and WE. In contrast, the mediation of SE is not ascertained due to insignificant indirect effects. The digitally evolving banking industry in Pakistan requires engagement at workplace. The organization must be very much aware of the crucial job of leaders for WE as well as for PI just as the SE of employees. The findings of the study also highlight the importance of best HR practices that should work for creating intangible motivators for boosting WE level.

Uncertainty’s impact on adaptive performance in the post-COVID era: The moderating role of perceived leader’s effectiveness

“…For instance, Islam and colleagues (2020) demonstrated the pivotal role of leaders in supporting employees’ adaptive behaviors in rapidly changing and unstable environments. Similarly, Khan and colleagues (2022) stressed the importance of fostering balanced leader–follower relationships to enhance adaptability in an era characterized by globalization, cultural shifts, and technological advancements. Nonetheless, this dynamic may vary in work contexts characterized by constant change and unpredictability, such as the ongoing aftermath of the COVID-19 pandemic, which highlighted deficiencies in leadership during crises (Khan et al, 2022).…”

“…Similarly, Khan and colleagues (2022) stressed the importance of fostering balanced leader–follower relationships to enhance adaptability in an era characterized by globalization, cultural shifts, and technological advancements. Nonetheless, this dynamic may vary in work contexts characterized by constant change and unpredictability, such as the ongoing aftermath of the COVID-19 pandemic, which highlighted deficiencies in leadership during crises (Khan et al, 2022). In contemporary environments marked by perpetual pressure to modernize processes and routines, having a less effective leader seems to necessitate additional employee effort to independently adapt to uncertain circumstances, leading to heightened negative affective reactions.…”

“…In contemporary environments marked by perpetual pressure to modernize processes and routines, having a less effective leader seems to necessitate additional employee effort to independently adapt to uncertain circumstances, leading to heightened negative affective reactions. Conversely, effective leaders who consistently support and guide their employees create an environment conducive to effective emotional regulation (Khan et al, 2022).…”

Transformational Leadership, Employee Engagement, Job Satisfaction, and Psychological Well-Being among Hotel Employees after the Height of the COVID-19 Pandemic: A Serial Mediation Model

“…Amid the height of the COVID-19 pandemic, the results of a recent study adopted by Santoso et al [ 70 ] indicate that TLS played a key role in strengthening EEG via internal communication, which in turn alleviated the concerns of employees regarding the COVID-19 pandemic. Similarly, another study aimed at determining to what extent TLS engages the workplace setting among Pakistani bankers during the height of the COVID-19 pandemic suggested that the workplace is more likely to be engaged by leaders who exhibit highly transformative leadership behaviors [ 71 ]. Additionally, transformational leadership theory suggests that transformational leaders can create a culture of engagement by instilling trust, providing meaningful work, providing resources to help employees stay focused, and recognizing employees’ contributions [ 72 ].…”

Strategies for Talent’s Digital Competence Development at Higher Vocational Colleges for Digital Transformation

“…For higher vocational colleges to adapt to the digital future, the support of technology is only a starting point. The key lies in whether they can develop next-generation technologies, the ability to narrow the talent pool gap, and the expertise to sustainably develop talent (Khan et al, 2022). Therefore, the goal of digital transformation lies in the transformation of talent, and the key lies in the transformation of talent development programs.…”