How Does Transformational Leadership Affects Work Engagement? A Systematic Literature Review
DOI:
https://doi.org/10.35877/454RI.qems1977Keywords:
Transformational leadership; work engagement; organizational behavior; human resource management.Abstract
Transformational leadership and work engagement are two important factors that contribute to organizational management effectiveness. However, the picture of the two's connection remains hazy. This is the first study to examine the findings of empirical research conducted from 2017 to July 2023 in order to better understand the influence and relationship between transformational leadership and work engagement. This review selected 27 papers that matched the qualifying requirements and gave an analysis of each of the 27 papers' findings. The outcomes of this review show that TFL has a considerable effect on WE. TFL influences employees in general through the process of internalizing values. Internalization serves as a job resource for WE. Internalization of these values can take the form of increasing inspirational appeal, creating a work environment that allows employees to learn from mistakes, inviting them to work above and beyond minimum standards so that employees can demonstrate their full potential, and other practical steps that form a positive mindset in employees. This research also confirms another finding, namely that TFL and WE are connected. This review underlines that the two variables' interaction is interconnected, interdependent, and mutually reinforcing.
References
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Aftab, J., Sarwar, H., Kiran, A., Abid, N., & Ahmad, S. B. (2022). Do transformational leadership and work engagement matter for job performance in luxury hotels? Exploring the role of leaders’ managerial skills. Journal of Hospitality and Tourism Insights. https://doi.org/10.1108/JHTI-05-2022-0208
Alam, J., Mendelson, M., Ibn Boamah, M., & Gauthier, M. (2022). Exploring the antecedents of employee engagement. International Journal of Organizational Analysis. https://doi.org/10.1108/IJOA-09-2020-2433
Alamri, M. (2023). Transformational leadership and work engagement in public organizations: promotion focus and public service motivation, how and when the effect occurs. Leadership & Organization Development Journal, 44(1), 137–155. https://doi.org/10.1108/LODJ-12-2021-0544
Amor, A. M., Hagiwara, M., Shogren, K. A., Thompson, J. R., Verdugo, M. Á., Burke, K. M., & Aguayo, V. (2019). International perspectives and trends in research on inclusive education: A systematic review. International Journal of Inclusive Education, 23(12), 1277–1295. https://doi.org/10.1080/13603116.2018.1445304
Amri, M. (2023). Transformational leadership and work engagement in public organizations: promotion focus and public service motivation, how and when the effect occurs. Leadership & Organization Development Journal, 44(1), 137–155. https://doi.org/10.1108/LODJ-12-2021-0544
Balwant, P. T., Mohammed, R., & Singh, R. (2020). Transformational leadership and employee engagement in Trinidad’s service sector: The role of job resources. International Journal of Emerging Markets, 15(4), 691–715. https://doi.org/10.1108/IJOEM-01-2019-0026
Bandura, A. (1978). Self-efficacy: Toward a unifying theory of behavioral change. Advances in Behaviour Research and Therapy, 1(4), 139–161. https://doi.org/10.1016/0146-6402(78)90002-4
Bao, S., & Jolly, P. M. (2023). Engaging employees through transformational leadership: the mediating role of emotional energy. Journal of Hospitality and Tourism Insights. https://doi.org/10.1108/JHTI-03-2023-0152
Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26–40. https://doi.org/10.1016/0090-2616(85)90028-2
Bass, B. M., & Avolio, B. J. (1994). Transformational leadership and organizational culture. International Journal of Public Administration, 17(3–4), 541–554. https://doi.org/10.1080/01900699408524907
Burgers, C., Brugman, B. C., & Boeynaems, A. (2019). Systematic literature reviews: Four applications for interdisciplinary research. Journal of Pragmatics, 145, 102–109. https://doi.org/10.1016/j.pragma.2019.04.004
Caniëls, M. C. J., Semeijn, J. H., & Renders, I. H. M. (2018). Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work. Career Development International, 23(1), 48–66. https://doi.org/10.1108/CDI-11-2016-0194
Chaudhary, R., & Sisodia, S. (2022). The impact of transformational leadership on employee engagement mediated by organisational citizenship behaviour and employee culture: A systematic literature review. Journal of Positive School Psychology, 6(8), 7178–7204.
Chen, S., & Chuervo, J. C. (2022). The influence of transformational leadership on work engagement in the context of learning organization mediated by employees’ motivation. The Learning Organization, 29(5), 567–585. https://doi.org/10.1108/TLO-01-2022-0011
Chua, J., & Ayoko, O. B. (2021). Employees’ self-determined motivation, transformational leadership and work engagement. Journal of Management and Organization, 27(3), 523–543. https://doi.org/10.1017/jmo.2018.74
Dartey-Baah, K., & Agbozo, R. K. (2021). Does organisational politics affect leaders’ ability to engage Ghanaian Bankers? Industrial and Commercial Training, 53(3), 217–236. https://doi.org/10.1108/ICT-09-2019-0091
Denzin, N. K. (1978). The research act: A theoretical introduction to sociological methods. McGraw-Hill.
EPPI-Centre. (2006). EPPI-Centre methods for conducting systematic reviews. Social Science Research Unit, Institute of Education, University of London.
Gyensare, M. A., Kumedzro, L. E., Sanda, A., & Boso, N. (2017). Linking transformational leadership to turnover intention in the public sector: The influences of engagement, affective commitment and psychological climate. African Journal of Economic and Management Studies, 8(3), 314–337. https://doi.org/10.1108/AJEMS-07-2016-0099
Harden, A., & Thomas, J. (2005). Methodological issues in combining diverse study types in systematic reviews. International Journal of Social Research Methodology: Theory and Practice, 8(3), 257–271. https://doi.org/10.1080/13645570500155078
Hawkes, A. J., Biggs, A., & Hegerty, E. (2017). Work engagement: Investigating the role of transformational leadership, job resources, and recovery. Journal of Psychology: Interdisciplinary and Applied, 151(6), 509–531. https://doi.org/10.1080/00223980.2017.1372339
Hooi, L. W., & Chan, A. J. (2023). Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement? Journal of Organizational Change Management, 36(2), 197–216. https://doi.org/0.1108/JOCM-06-2022-0184
Islam, M. N., Furuoka, F., & Idris, A. (2022). Transformational leadership and employee championing behavior during organizational change: The mediating effect of work engagement. South Asian Journal of Business Studies, 11(1), 1–19. https://doi.org/10.1108/SAJBS-01-2020-0016
Juyumaya, J., & Torres, J. P. (2022). Effects of transformational leadership and work engagement on managers’ creative performance. Baltic Journal of Management, 18(1). https://doi.org/10.1108/BJM-11-2021-0449
Kahn, W. A. (1990). Psychological conditions of peersonal engagement and disengagement at work. Academy of Management Journal, 33(14), 692–724.
Kloutsiniotis, P. V., Mihail, D. M., & Gounioti, S. (2023). The effects of transformational leadership and HRM practices on employee outcomes and productivity in the Greek hospitality industry during COVID-19. Employee Relations, 45(3), 653–676. https://doi.org/10.1108/ER-08-2021-0360
Li, Y., Castaño, G., & Li, Y. (2018). Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers. Chinese Management Studies, 12(2), 433–452. https://doi.org/10.1108/CMS-04-2017-0108
Mahmood, M., Uddin, M. A., & Fan, L. (2019). The influence of transformational leadership on employees’ creative process engagement. Management Decision, 57(3), 741–764. https://doi.org/10.1108/MD-07-2017-0707
Majid, F., Raziq, M. M., Memon, M. A., Tariq, A., & Rice, J. L. (2023). Transformational leadership, job engagement, and championing behavior: assessing the mediating role of role clarity. European Business Review. https://doi.org/10.1108/EBR-01-2023-0028
Miles, M. B., Huberman, A. M., & Saldana, J. (2014). Qualitative data analysis: A methods sourcebook (3rd ed.). Sage Publication.
Mostafa, A. M. S. (2019). Transformational leadership and restaurant employees customer-oriented behaviours: The mediating role of organizational social capital and work engagement. International Journal of Contemporary Hospitality Management, 31(3), 1166–1182. https://doi.org/10.1108/IJCHM-02-2018-0123
Nurtjahjani, F., Batilmurik, R. W., Puspita, A. F., & Fanggidae, J. P. (2022). The relationship between transformational leadership and work engagement. Moderated mediation roles of psychological ownership and belief in just world. Organization Management Journal, 19(2), 47–59. https://doi.org/10.1108/OMJ-03-2021-1169
Park, J., Han, S. J., Kim, J., & Kim, W. (2022). Structural relationships among transformational leadership, affective organizational commitment, and job performance: the mediating role of employee engagement. European Journal of Training and Development, 46(9), 920–936. https://doi.org/10.1108/EJTD-10-2020-0149
Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career Development International, 20(5), 446–463. https://doi.org/10.1108/CDI-02-2015-0025
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
SGW. (2023). State of the global workplace 2023 report: The voice of the world’s employees.
Udin, U. (2020). Transformational leadership and organizational commitment: A review of literature. Journal of Research and Opinion, 7(2), 2623–2626. https://doi.org/10.15520/jro.v7i2.49
Wojtczuk-Turek, A. (2022). Who needs transformational leadership to craft their job? The role of work engagement and personal values. Baltic Journal of Management, 17(5), 654–670. https://doi.org/10.1108/BJM-04-2022-0170
Wolfswinkel, J. F., Furtmueller, E., & Wilderom, C. P. M. (2011). Using grounded theory as a method for rigorously reviewing literature. European Journal of Information Systems, 22(1), 1–11. https://doi.org/10.1057/ejis.2011.51
Yadav, M., Choudhary, S., & Jain, S. (2019). Transformational leadership and knowledge sharing behavior in freelancers: A moderated mediation model with employee engagement and social support. Journal of Global Operations and Strategic Sourcing, 12(2), 202–224. https://doi.org/10.1108/JGOSS-08-2017-0030
Aftab, J., Sarwar, H., Kiran, A., Abid, N., & Ahmad, S. B. (2022). Do transformational leadership and work engagement matter for job performance in luxury hotels? Exploring the role of leaders’ managerial skills. Journal of Hospitality and Tourism Insights. https://doi.org/10.1108/JHTI-05-2022-0208
Alam, J., Mendelson, M., Ibn Boamah, M., & Gauthier, M. (2022). Exploring the antecedents of employee engagement. International Journal of Organizational Analysis. https://doi.org/10.1108/IJOA-09-2020-2433
Alamri, M. (2023). Transformational leadership and work engagement in public organizations: promotion focus and public service motivation, how and when the effect occurs. Leadership & Organization Development Journal, 44(1), 137–155. https://doi.org/10.1108/LODJ-12-2021-0544
Amor, A. M., Hagiwara, M., Shogren, K. A., Thompson, J. R., Verdugo, M. Á., Burke, K. M., & Aguayo, V. (2019). International perspectives and trends in research on inclusive education: A systematic review. International Journal of Inclusive Education, 23(12), 1277–1295. https://doi.org/10.1080/13603116.2018.1445304
Amri, M. (2023). Transformational leadership and work engagement in public organizations: promotion focus and public service motivation, how and when the effect occurs. Leadership & Organization Development Journal, 44(1), 137–155. https://doi.org/10.1108/LODJ-12-2021-0544
Balwant, P. T., Mohammed, R., & Singh, R. (2020). Transformational leadership and employee engagement in Trinidad’s service sector: The role of job resources. International Journal of Emerging Markets, 15(4), 691–715. https://doi.org/10.1108/IJOEM-01-2019-0026
Bandura, A. (1978). Self-efficacy: Toward a unifying theory of behavioral change. Advances in Behaviour Research and Therapy, 1(4), 139–161. https://doi.org/10.1016/0146-6402(78)90002-4
Bao, S., & Jolly, P. M. (2023). Engaging employees through transformational leadership: the mediating role of emotional energy. Journal of Hospitality and Tourism Insights. https://doi.org/10.1108/JHTI-03-2023-0152
Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26–40. https://doi.org/10.1016/0090-2616(85)90028-2
Bass, B. M., & Avolio, B. J. (1994). Transformational leadership and organizational culture. International Journal of Public Administration, 17(3–4), 541–554. https://doi.org/10.1080/01900699408524907
Burgers, C., Brugman, B. C., & Boeynaems, A. (2019). Systematic literature reviews: Four applications for interdisciplinary research. Journal of Pragmatics, 145, 102–109. https://doi.org/10.1016/j.pragma.2019.04.004
Caniëls, M. C. J., Semeijn, J. H., & Renders, I. H. M. (2018). Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work. Career Development International, 23(1), 48–66. https://doi.org/10.1108/CDI-11-2016-0194
Chaudhary, R., & Sisodia, S. (2022). The impact of transformational leadership on employee engagement mediated by organisational citizenship behaviour and employee culture: A systematic literature review. Journal of Positive School Psychology, 6(8), 7178–7204.
Chen, S., & Chuervo, J. C. (2022). The influence of transformational leadership on work engagement in the context of learning organization mediated by employees’ motivation. The Learning Organization, 29(5), 567–585. https://doi.org/10.1108/TLO-01-2022-0011
Chua, J., & Ayoko, O. B. (2021). Employees’ self-determined motivation, transformational leadership and work engagement. Journal of Management and Organization, 27(3), 523–543. https://doi.org/10.1017/jmo.2018.74
Dartey-Baah, K., & Agbozo, R. K. (2021). Does organisational politics affect leaders’ ability to engage Ghanaian Bankers? Industrial and Commercial Training, 53(3), 217–236. https://doi.org/10.1108/ICT-09-2019-0091
Denzin, N. K. (1978). The research act: A theoretical introduction to sociological methods. McGraw-Hill.
EPPI-Centre. (2006). EPPI-Centre methods for conducting systematic reviews. Social Science Research Unit, Institute of Education, University of London.
Gyensare, M. A., Kumedzro, L. E., Sanda, A., & Boso, N. (2017). Linking transformational leadership to turnover intention in the public sector: The influences of engagement, affective commitment and psychological climate. African Journal of Economic and Management Studies, 8(3), 314–337. https://doi.org/10.1108/AJEMS-07-2016-0099
Harden, A., & Thomas, J. (2005). Methodological issues in combining diverse study types in systematic reviews. International Journal of Social Research Methodology: Theory and Practice, 8(3), 257–271. https://doi.org/10.1080/13645570500155078
Hawkes, A. J., Biggs, A., & Hegerty, E. (2017). Work engagement: Investigating the role of transformational leadership, job resources, and recovery. Journal of Psychology: Interdisciplinary and Applied, 151(6), 509–531. https://doi.org/10.1080/00223980.2017.1372339
Hooi, L. W., & Chan, A. J. (2023). Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement? Journal of Organizational Change Management, 36(2), 197–216. https://doi.org/0.1108/JOCM-06-2022-0184
Islam, M. N., Furuoka, F., & Idris, A. (2022). Transformational leadership and employee championing behavior during organizational change: The mediating effect of work engagement. South Asian Journal of Business Studies, 11(1), 1–19. https://doi.org/10.1108/SAJBS-01-2020-0016
Juyumaya, J., & Torres, J. P. (2022). Effects of transformational leadership and work engagement on managers’ creative performance. Baltic Journal of Management, 18(1). https://doi.org/10.1108/BJM-11-2021-0449
Kahn, W. A. (1990). Psychological conditions of peersonal engagement and disengagement at work. Academy of Management Journal, 33(14), 692–724.
Kloutsiniotis, P. V., Mihail, D. M., & Gounioti, S. (2023). The effects of transformational leadership and HRM practices on employee outcomes and productivity in the Greek hospitality industry during COVID-19. Employee Relations, 45(3), 653–676. https://doi.org/10.1108/ER-08-2021-0360
Li, Y., Castaño, G., & Li, Y. (2018). Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers. Chinese Management Studies, 12(2), 433–452. https://doi.org/10.1108/CMS-04-2017-0108
Mahmood, M., Uddin, M. A., & Fan, L. (2019). The influence of transformational leadership on employees’ creative process engagement. Management Decision, 57(3), 741–764. https://doi.org/10.1108/MD-07-2017-0707
Majid, F., Raziq, M. M., Memon, M. A., Tariq, A., & Rice, J. L. (2023). Transformational leadership, job engagement, and championing behavior: assessing the mediating role of role clarity. European Business Review. https://doi.org/10.1108/EBR-01-2023-0028
Miles, M. B., Huberman, A. M., & Saldana, J. (2014). Qualitative data analysis: A methods sourcebook (3rd ed.). Sage Publication.
Mostafa, A. M. S. (2019). Transformational leadership and restaurant employees customer-oriented behaviours: The mediating role of organizational social capital and work engagement. International Journal of Contemporary Hospitality Management, 31(3), 1166–1182. https://doi.org/10.1108/IJCHM-02-2018-0123
Nurtjahjani, F., Batilmurik, R. W., Puspita, A. F., & Fanggidae, J. P. (2022). The relationship between transformational leadership and work engagement. Moderated mediation roles of psychological ownership and belief in just world. Organization Management Journal, 19(2), 47–59. https://doi.org/10.1108/OMJ-03-2021-1169
Park, J., Han, S. J., Kim, J., & Kim, W. (2022). Structural relationships among transformational leadership, affective organizational commitment, and job performance: the mediating role of employee engagement. European Journal of Training and Development, 46(9), 920–936. https://doi.org/10.1108/EJTD-10-2020-0149
Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career Development International, 20(5), 446–463. https://doi.org/10.1108/CDI-02-2015-0025
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
SGW. (2023). State of the global workplace 2023 report: The voice of the world’s employees.
Udin, U. (2020). Transformational leadership and organizational commitment: A review of literature. Journal of Research and Opinion, 7(2), 2623–2626. https://doi.org/10.15520/jro.v7i2.49
Wojtczuk-Turek, A. (2022). Who needs transformational leadership to craft their job? The role of work engagement and personal values. Baltic Journal of Management, 17(5), 654–670. https://doi.org/10.1108/BJM-04-2022-0170
Wolfswinkel, J. F., Furtmueller, E., & Wilderom, C. P. M. (2011). Using grounded theory as a method for rigorously reviewing literature. European Journal of Information Systems, 22(1), 1–11. https://doi.org/10.1057/ejis.2011.51
Yadav, M., Choudhary, S., & Jain, S. (2019). Transformational leadership and knowledge sharing behavior in freelancers: A moderated mediation model with employee engagement and social support. Journal of Global Operations and Strategic Sourcing, 12(2), 202–224. https://doi.org/10.1108/JGOSS-08-2017-0030
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Published
2023-08-26
How to Cite
Jimmy S Hadi, Ani Ratnasari, & Stefanus Sadana. (2023). How Does Transformational Leadership Affects Work Engagement? A Systematic Literature Review. Quantitative Economics and Management Studies, 4(5), 1012–1024. https://doi.org/10.35877/454RI.qems1977
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