The influence of transformational leadership on work engagement in the context of learning organization mediated by employees’ motivation

Abstract

Purpose This study aims to focus on determining the influence of transformational leadership on work engagement as mediated by employee motivation. Design/methodology/approach The research findings are based on a quantitative analysis of a survey of 443 full-time employees working in the Guangdong–Hong Kong–Macao Great Bay Area (GBA) of China. Findings The positive perception of transformational leadership from employees enables them to accomplish tasks beyond expectations. With the help of structural equation modeling, this study reveals that the influence path of perceptions of transformational leadership on work engagement is partially mediated through employee motivation. Research limitations/implications Employee motivation is not the only mediating factor, other factors mediate the relationship between transformational leadership and work engagement. The problem of sample size and sampling collection, the survey only focuses on samples working in the GBA. Originality/value The analysis and results based on data from mainland China, especially the GBA, expands the boundaries of the role of transformational leaders in learning organization and provides additional data support and sources for future relevant research. At the same time, the study of the mediation models between leadership and work engagement also hints more potential possible mediation factors.

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