Transformational Leadership and Job Performance: The Mediating Role of Work Engagement

Abstract

This study proposed that transformational leaders use various behaviors to provoke followers' organizationally beneficial behaviors (e.g., better task performance and helping behaviors) through ignition of followers' work engagement. That is, employees who inspired by transformational leadership are more likely to immerse themselves in the work, and, in turn, this is likely to result in better task performance and helping behaviors. In this study, we adopted a multitemporal and multisource research design to reduce the consideration of common method variance. Hypotheses were tested on a sample of 507 nurses working in 44 teams. The hierarchical linear regression analysis showed that, after controlling for several relevant variables (e.g., leader-member exchange [LMX], role-based self-efficacy, and transactional leadership) and several participants' demographic variables (e.g., gender, age, and education), work engagement still mediates the positive relationship among transformational leadership, job performance, and helping behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

Does Organizational Cronyism Lead to Lower Employee Performance? Examining the Mediating Role of Employee Engagement and Moderating Role of Islamic Work Ethics

“…An extensive literature demonstrates a positive relationship between employee work engagement and desirable job outcomes, e.g., job satisfaction, organizational commitment, and employee performance ( Özer et al, 2017 ; Joplin et al, 2019 ). In current literature, several antecedents of work engagement such as leadership support, supervisory support, leader-member exchange, as well as, positive outcomes of work engagement have been identified, e.g., organizational commitment, organizational citizenship behavior, task performance and organizational performance ( Rurkkhum and Bartlett, 2012 ; Lai et al, 2020 ; Tisu et al, 2020 ). Henceforth, factors that play their part in reducing employees’ work engagement have been considered by researchers and practitioners ( Crawford et al, 2010 ).…”

“…Due to this reason, we target the particular factor which has the capacity to reduce employees’ work engagement, known as organizational cronyism. When employees are fairly treated in all manners they are more engaged with their work and exhibit above-average performance ( Joplin et al, 2019 ; Lai et al, 2020 ), but when they perceive that they are not treated on objective measures they remain less engaged with their duties; and as a result their performance decreases ( Moliner et al, 2008 ; Yin, 2018 ). In other words, when employees feel that their manager and organization are impartial in decision making and are concerned about their well-being, they are more motivated and engaged with their duties and fulfill their tasks zealously ( Lai et al, 2020 ).…”

Pengaruh Kepemimpinan Transformasional Dan Manajemen Kepala Ruang Terhadap Kinerja Dokumentasi Asuhan Keperawatan Di Rumah Sakit X Jakarta

“…Sehingga penting menyelidiki penyebabnya terutama yang berkaitan dengan kepemimpinan dan manajemen. Kinerja adalah suatu evaluasi terhadap kualitas kerja perawat dibandingkan dengan standar yang ditetapkan dalam kurun waktu tertentu (Kurniadi, 2013). Penilaian kinerja keperawatan secara akuntabilitas dalam melakukan asuhan keperawatan meliputi empat komponen yaitu: pengkajian, perencanaan, implementasi dan evaluasi.…”

“…Penilaian kinerja keperawatan secara akuntabilitas dalam melakukan asuhan keperawatan meliputi empat komponen yaitu: pengkajian, perencanaan, implementasi dan evaluasi. Empat komponen tersebut adalah penilaian terhadap kinerja dokumentasi asuhan keperawatan sesuai dengan standar asuhan keperawatan (Kurniadi, 2013). Dalam Systematic review tentang kinerja oleh Nuritasari et .al, (2019 ) ditemukan bahwa supervisi klinis yang merupakan bagian dari manajemen kepala ruang memiliki potensi untuk meningkatkan kinerja staf, yang pada akhirnya akan memengaruhi keberhasilan pencapaian rumah sakit.…”

“…5) Evaluasi. Evaluasi adalah proses penilaian pencapaian tujuan serta pengkajian ulang rencana keperawatan (Kurniadi, 2013)…”