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3 Peer-reviewed Articles Focused on How Leaders Could Benefit From Change in the Workplace

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Impact of transformational leadership on work performance, burnout and social loafing: a arbitration model

  • Maryam Rehmat ORCID: orcid.org/0000-0002-3377-0082 two,3,
  • Tahira Hassan Barrel3,
  • Saira Farooqiii,3 &
  • Javaria Asimtwo,3

Future Business Journal book six, Commodity number:twoscore (2020) Cite this article

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Abstract

The aim of this research was to study the consequence of transformational leadership on employees' piece of work outcomes which include their piece of work performances and working burnout, and their working beliefs such as social loafing at workplace. Also, it studies the touch of intrinsic motivation as a mediator betwixt transformational leadership and other stated variables. A cantankerous-sectional survey was conducted to collect data from 308 employees working in the telecommunications sector. To exam the hypotheses, Model 4 of Process Hayes was used to exam direct and mediating effects among transformational leadership and employees' piece of work outcomes and working behavior. The results showed that transformational leadership has a pregnant positive human relationship with mediator intrinsic motivation. The results also concluded that work performance has positive significant relationship with transformational leadership. However, there is indirect and insignificant human relationship of transformational leadership with working exhaustion and social loafing. Therefore, information technology can exist stated that organizational leaders must have transformational attributes by getting informed of their employees well because transformational leader can inspire employees to achieve anticipated or pregnant outcomes. Information technology gives employees self-confidence over specific jobs, as well as the power to make decisions once they have been trained.

Introduction

During the last 2 decades, transformational leadership has gained most conspicuous place in philosophy of leadership [81]. Therefore, information technology is non surprising that the current evolution in leadership theory and exercise has attracted the involvement of both practitioners and researchers and they exhibited great bargain of interest toward exploring its ascendancy for organisation and individuals equally well [72, 87]. Particularly, the studies conducted during the previous decades recommends that transformational leadership is considerably related to followers' behaviors and functioning [xx, 65]. In a review on progress in the domain of leadership printed in "Almanac Review of Psychology," Avolio et al. [viii] stressed the need to institute mechanisms that connect leadership to vital organizational and individual outcomes. They farther stressed the need to investigate the role of mediators, so as to clarify the noteworthiness of leadership for organizations. Chan and Mak [twenty] in their research contended that "a variety of different influence processes may exist involved in transformational leadership nevertheless there is nevertheless room for research to further examine the process of the human relationship betwixt transformational leadership and follower attitudes and behaviors." Transformational leadership defined as leadership approach in which a leader transforms his followers, inspires them, builds trust, encourages them, admires their innovative ideas, and develops them [12], is soon the nigh extensively acknowledged definition in the leadership literature.

Transformational leadership tin be implicated to managerial context. Transformational leadership which is the leader'due south competency to get performance of employees across expectations, can exist more helpful and beneficial in enhancing i's ability to intrinsically motivate them. It can improve psychological empowerment also [85]. Transformational leadership has four components which are: (i) idealized influence, (ii) inspirational motivation to enhance confidence, (three) intellectual stimulation, and (iv) individualized consideration [thirteen]. Idealized influence is shown when a leader efficiently makes provision of accurate sense of mission and accordingly visualizes it. Inspirational motivation can be defined as leadership mental attitude which deals with emotional traits of employees, builds conviction in employees about their performances, appropriately communicates and provides actual feedback [68]. Private consideration refers to the support of leader for each follower. Information technology may include grooming and coaching, allocating tasks according to the competence of each individual and supervision of performances [92]. Intellectual stimulation describes the effort of leader to motivate and encourage his employees to be more adaptive and follow new technical approaches according to the varied state of affairs. It may be advantageous to overcome the cues and hindrances which occur at multi stages [14]. Transformational leaders can conceptualize that employees will need transformational leadership when the work is more stressful and when the piece of work is more than meaningful [84].

Extant research on the transformational leadership tried to explore its "black box" and presented empirical confirmation of its straight fruitful consequences for followers' outcomes including work performance [xvi, 44, 52, xc], burnout [twoscore, 82], and social loafing [v]. Even so, at that place exists some room for further enquiry, explaining the specific mechanisms by which transformational leadership influence such individuals' behavior and psychological country peculiarly at organizational level [sixteen]. Hence, this study aims at providing new comprehension of how and why and nether what circumstances transformational leadership influences piece of work performance, burnout and social loafing of employees, in Pakistani context.

Transformational leadership tends to maximize the level of professional person performance of work In addition to provided literature on clan of transformational leadership and work performance; researchers indicate that organizations of diverse structures highly depend upon the performance of its workers. By studies have empirically established the positive clan between work performance and transformational leadership [9]. Transformational leaders inspire their followers to have shared vision of targeted goals and standards of performance defined by the organization and too facilitate them achieve information technology [4]. Some other factor which is highly influenced past transformational leadership is employee's exhaustion which may be decreased through this particular style of leadership. Prevalence of stress is highly probable in whatever organizational sector [73]. Transformational leadership is near influencing factor which enhances the employee's ability to deal with all kind of circumstances as such leader provide supportive circumstances to employees so that they can maintain the optimum level of mental health through inspirational motivation and also enhances their confidence level [28, 93].

"Social loafing is the inclination of putting less endeavor while working in a team than working alone" [5]. Transformational leader, while working in a group, follows a strategy in which he can allocate diverse assignments and tasks co-ordinate to the competencies of employee and he must evaluate performances of each individual. Social loafing is a psychological aspect of an individual which may differ from situation to situation and individual to individual [55]. Leadership literature has established that individualized consideration by the leader may debunk the degree of social loafing [45].

Building on the previous literature, this inquiry incorporated employee intrinsic motivation as a factor that explains the linkage of transformational leadership with employee work performance, burnout and social loafing. Intrinsic motivation which is "the implementation of an activeness for the inherent satisfaction rather than for external reasons" [63]. Undeniably, the motivation of current workforce is not much reliant on extrinsic rewards. Rather fabric rewards may decline job performance in circuitous jobs with various responsibilities [30]. Further, in order to perform their duties finer in today's dynamic work surround, the employees need to have an elastic and highly flexible work arrangement. For that reason and for instilling skillful motivation among workers, organizations not just offer extrinsic rewards to them but also programme to enhance their intrinsic motivation [63]. Transformational leadership is the leadership approach which contributes to present a clear and justified organizational vision and mission past motivating workers to work toward thought through developing association with employees, consider employees' requirements and assisting them to exert their potential positively, participates to positive outcomes for an arrangement [31]. Employees whose piece of work competencies are encouraged past the leader are more likely to have higher intrinsic motivation and resultantly perform amend at work. They become more focused and attempt to attain organizational goals by taking their own interests. There also exists indirect association between employees' burnout and transformational leadership through mediating event of intrinsic motivation [28]. Transformational leaders focus more than on private requirements and they build stiff association with their employees who are supposed to perform with higher objectives, which enhances employees' intrinsic motivation. Such motivation keeps them abroad from burning out [vi]. Nosotros further argued that intrinsic motivation mediates the relationship betwixt transformational leadership and social loafing. Previous studies indicate that role of intrinsic motivation discourages social loafing as it does not happen circumstantially just, but it also happens whenever an employee is low in intrinsic motivation [v].

This research makes provision of pregnant contribution in the literature of organizational behavior by enriching our agreement of the conditions under which transformational leadership influences employee performance, exhaustion and social loafing. The findings of our research allow organizations and its management to comprehend how efficiently and effectively they can follow a policy or some kind of advanced strategy in order to intrinsically motivate their employees so that they tin can increase the level of work operation and deflate burnout and social loafing in employees.

Literature review

Transformational leadership and intrinsic motivation

Envisioning visions and motivating are two core jobs of effective leadership [24]. Co-ordinate to traditional transformational leadership literature, transformational leaders guide and encourage employee mindfulness by enunciating a vision that escalates employees' consciousness and consideration for the significance of organizational values, goals, and performances [42]. Thusly, key to the theory on transformational leadership is a strong accentuation on the part of a combined vision; that is, an arcadian organization of objectives that the system seeks to accomplish 1 day [18]. Transformational leaders, through articulate enunciation, have their utmost influence on the followers' sentiments by cultivating a feeling of success and proficiency in them. Transformational leaders are much capable to meliorate organizational outcomes co-ordinate to the market requirements past developing man resources and creating justified modifications [34]. The reason to acquire specific knowledge is associated with the degree that what is the level of intrinsic motivation of a person and how he is keen to get knowledge past developing particular competencies and meaningful learning [78]. Transformational leadership has power to heighten the power of psychological empowerment which is referred every bit intrinsic motivation [85]. According to [74], the idea of motivation is known as "the fix of reasons why people comport in the ways they exercise", for example, intrinsic motivation is "the motivational state in which the employees are driven by their interests in the work rather than a contract-for-rewards approach to completing a task" [24]. A study by Koh et al. [51] identified that intrinsic motivation is highly influenced past the transformational leadership, as the transformational leader guides and supports finer, cocky-motivation to be an effective and beneficial office of an organisation increases as well.

Transformational leadership comprises four interconnected behavioral dimensions including "idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration" [11]. All behavioral dimensions can influence employees' intrinsic motivation. Commencement, transformational leaders utilise idealized influence and offer inspirational motivation through communicating an alluring collective vision [91]. This commonage vision provides a meaningful idea of team's tasks by a leader which increase the intrinsic motivation of employees [75]. Transformational leadership can develop positive outcomes such as optimism and loftier self-interests in all members of team which ultimately increment the pleasure and job satisfaction relevant to the job [26]. Second, the intellectual stimulation of transformational leaders boosts team members' conviction to develop more than effective emotional and situational stability and resolving their problems by their own selves [11]. They are likewise motivated to understand and encourage the bones knowledge and skills of other coworkers to share new ideologies. Third, transformational leaders differentiate individuals' ideas and interests, promote their ideas to describe their uniqueness, and consider them through individualized consideration [11]. When employees observe the behaviors of their leaders, all of them experience motivated and effort to construct i another'due south ideas and competencies to create innovative solutions of problems. Therefore, in this article, we await that all dimensions of transformational leadership encourage employees to invest higher willingness and energy in their piece of work and tasks which exhibit their higher intrinsic motivation. Therefore, it tin can be hypothesized that:

H 1

Transformational leadership relates positively to intrinsic motivation.

Transformational leadership, intrinsic motivation and work performance

Intrinsic motivation is highly associated with the work performance. Intrinsic motivation may exist defined every bit "the doing of an activity for its inherent satisfactions rather than for some separable consequence but information technology is rare for employees to experience intrinsic motivation in all of their tasks" [76]. Intrinsic motivation is generated for self-developing attributes that refers to make an individual fix to exist the role of learning procedure without having interests of extrinsic rewards [83]. Intrinsic motivation is basically the degree of an individual'south interest in a task completion and how he engages himself in work [iii]. It describes the psychological evolution procedure with an employee'south functioning [85].

According to recent operational settings, enhancing the employees' motivation has get ane of most impactful human resources strategy. Most of the organizations are tending to build up, sustain and grow their HR strategies, just to motivate their employees and so that short-term and long-term goals and objectives can exist achieved. In recent researches, there are numerous variables which tin can be influenced past employees' intrinsic motivation like functioning, inventiveness, and relevant outcomes. For example, it has been stated that beliefs of an individual influences the piece of work outcomes which are functioning and quality as well [10]. It is strongly evidenced that motivation has a most important role between cognitive abilities and piece of work performance. Gist [37] suggested that short term goals tin be achieved through cocky-interest of an individual. Also, a research indicates that there is a significant and directly human relationship of intrinsic motivation and job performance [43]. Furthermore, an employee's intrinsic motivation illustrates an of import contribution in organizational progress and growth [39]. The work performance indices are constructed for the degree of functioning, non simply for the individual level always; it also includes group and organizational performances [2]. In most employment situations, where intrinsic motivation of an employee is supposed to be high, the employee usually tries to acquire continual employment,and he/she develops interpersonal associations with his subordinates, perform better at task as they take pleasure in the process of finishing their tasks effectively [38]. Conversely, if the worker feels de-motivated, information technology tin can be resulted in low performance of work. Thus intrinsic motivation may be ended with amend performance of piece of work while meeting organizational targets and goals [7].

As nosotros propose the direct relationship of intrinsic motivation and performance, it may be stated that the intrinsic motivation can actively influence the functioning of work as a significant workplace event [nineteen]. Therefore, we hypothesize that:

H 2

Intrinsic motivation relates positively to employee work performance.

In current research, we posit that intrinsic motivation is one of the master mechanisms past which transformational leaders influence employees' job functioning. Transformational leaders may aid to ensure private'due south inner motivation to perform a task efficiently which in turn increases their work performance .These leadership approaches are advantageous for both individual and organizational growth [36]. In fact, it is justified to examine how leaders motivate their employees and this motivation enhances their functioning [12]. In line with the previous literature [22, 23], we expect that transformational leadership enhances individuals' intrinsic motivation which in turn volition significantly predict employee task operation. Intrinsic motivation is known as self-directed blazon of motivation and represents the highest commitment and stability with the self [25]. A variety of researches indicate that college intrinsic motivation upshot in better performance [89] as intrinsic motivation inspires and encourages employees to work more efficiently. Therefore, it tin can be hypothesized:

H three

Intrinsic motivation mediates the relationship between transformational leadership and work performance.

Transformational leadership, intrinsic motivation and employee's working burnout

Intrinsically motivated employees persistently focus on their tasks and jobs because they notice themselves more focused, attentive and exert their best efforts while being a part of an organization and in achieving the goals of their employing organization [76]. Exhaustion is a psychological and mental condition which happens in response to high stress level at job; it is a multi-dimensional concept which covers the following three aspects: emotional exhaustion, depersonalization, and decreased personal focus for accomplishment of goals [77]. Burnout affects the interpersonal relationship of employees likewise [58].

Prior research indicates that there is reverse effect of intrinsic motivation on employee's working burnout [seventy]. Intrinsically motivated employees notice their jobs more interesting, are more optimistic, put more effort in their work, and have college perseverance level because they gain contentment and fulfillment from performing a task itself [15]. Vallerand [88] in his study showroom that "employees with high intrinsic motivation accept higher level of vitality, positive effect, self-esteem, absorption, concentration, effort, and persistence" and when such employees went through the felling of burnout, they have more than personal resources to surmount this state of affairs. Such employees experience less exhausted, less stressed and more focused toward contributing in organization'southward progress [49]. Intrinsically motivated employees feel less pressure level and low stress level rather than the employees who are low in motivation [69, 71]. Intrinsic motivation of employees' tin can be negatively associated with their burnout [seventy].Therefore; the employees who are high in intrinsic motivation can decrease their burnout at workplace [50]. Thus, it can be hypothesized that:

H 4

Intrinsic motivation is negatively associated to employee's working exhaustion.

In current research, we propose that intrinsic motivation plays a mediating office between transformational leadership and burnout. Burnout is the major business concern for organizations equally it influences the relevant outcomes. It results in low productivity and commitment. Hence, it causes the high turnover and absenteeism in employees [82]. Studies point that leaders highly contribute to employees' wellness and welfare every bit well [80]. But the relationship betwixt leadership behaviors and employee burnout is less studied yet [41]. As mentioned earlier, there exists a positive human relationship between transformational leadership and intrinsic motivation which in turn brand them more competent, teach them how to handle and manage stressful conditions and reduce their exhaustion. Therefore, we hypothesize that:

H 5

Intrinsic motivation mediates the relationship of transformational leadership and employee'south working burnout.

Transformational leadership, intrinsic motivation and social loafing

Social loafing is defined every bit the tendency of individuals who exert less effort and their productivity decreases when working in groups than working individually [21, 33, 57, 79]. It is a negative employee behavior and is particularly shown past individuals with lower motivation [1]. These kinds of behaviors can be resulted in low productivity and poor delivery toward a task [62] and organisation also.

Social loafing is common practice and tin be observed in every organizational setting, across age and gender and in different professions and diverse cultures [46]. This is more alarming that it can be seen at every single workplace and considered as misconduct. The variety of factors is studied in influence of social loafing, but at that place is still an insufficiency of individual inherent factors such every bit intrinsic motivation which is part of this enquiry framework.

"Intrinsic motivation which describes an inherent trend that individuals engage in activities due to their inner interests, pleasure and satisfaction" [70] is negatively linked to Social loafing. George [33] established in his study on 221 salespeople that intrinsic task involvement is negatively linked to social loafing. He farther exerted that intrinsically motivated individuals may take cocky realization that their efforts are vital for the success of their team/group and for organization also and therefore they are less likely to exist engaged in social loafing. He/she would try his/her own best to exert extra effort to achieve the goals and tasks assigned by the leader.

Therefore, we hypothesize that:

H six

Intrinsic motivation is negatively linked to social loafing.

Intrinsic motivation may exist described as the inherent process that initiates attributes, behaviors and what defines people to moves or act [27]. Cocky-determination theory indicates that there are different levels of motivation. Intrinsic motivation is at the well-nigh contained end of the scale because an private opts to get engaged in any conduct according to his ain choice [32]. A leader motivates his employees by incorporated strategies which results in better accomplishment of goals and objectives of a house or organization. Gilbert et al. [35]. Social loafing is defined as a reduced amount of effort and motivation while existence a part of grouping or working in a team equally compared to working individually [46]. Social loafing is well-known phenomena and tin be found in all of the organizations, across gender, and age and in various occupations and different cultures [46].

Social loafing is considered as a big hindrance in organizational growth likewise. It causes low potential [61], low productivity [29], and low motivation of other squad members too [67]. Information technology decreases the overall efficiency, productivity and operation of the squad [47]. Social loafing is widely spread term which is as well known as social affliction [54].

In line with this connection, social loafing is a large moral and social event since it is an option that "involves modifying the life plan of some other private or grouping of individuals" [60]. On contrast, if a transformational leader motivates his employees and encourages their performance on private footing, so through individualized considerations and inspirational motivation, social loafing can be decreased. Therefore, it tin can be hypothesized:

H 7

Intrinsic motivation mediates the relationship of transformational leadership and social loafing.

Mediating part of intrinsic motivation between transformational leadership and social loafing

(Fig. 1).

Fig. 1
figure 1

Theoretical framework

Full size prototype

Methods

Sample and data collection

The data was collected through survey via emails, online surveys and printed questionnaires through convenience sampling from individuals working in the telecommunication sector. The participants were informed about the objective of this study and the assurance of confidentiality and anonymity of their responses. Respondents were assured that their information volition not be assessed past whatsoever individuals except those who are authorized. After removing the duplicates, outliers and responses with missing information, we obtained 308 valid responses for further data analysis Tabular array 1 depicts the demographic characteristics of the respondents.

Table i Frequency analysis of participants

Total size table

Measures

Transformational leadership

Transformational leadership was measured by McColl-Kennedy and Anderson [59] four-particular calibration. 6-point Likert scale (1—strongly disagree to vi —strongly agree) was used to measure out responses. This is the almost widely used scale to measure out transformational leadership. Cronbach's alpha for transformational leadership scale is 0.84.

Intrinsic motivation

In this study, Liu et al. [56] 4-detail scale was adopted to measure intrinsic motivation. To tape the responses five-point Likert calibration was used (1 —strongly disagree to 5—strongly agree). Cronbach's blastoff for intrinsic motivation scale is 0.89.

Work functioning

To measure piece of work functioning [19] four-item scale was adopted. Five-point Likert scale (1—much worse to five—much better) was used to measure out responses. Cronbach'due south alpha of work performance scale is 0.fourscore.

Working burnout

Working exhaustion was measured by Kristensen et al. [53]. Seven items with five-point Likert scale (ane –never to 5—always) was used. Cronbach's alpha of burnout scale is 0.88.

Social loafing

Social loafing was measured by Akgunduz and Eryilmaz [1]. Four items with five-bespeak Likert scale (1—strongly disagree to v—strongly hold) was used. Cronbach's alpha of social loafing scale is 0.80.

Data assay

After information collection, the reliability, correlation was calculated by using SPSS software. Research model was tested using Hayes Process Model 4.

Results

Descriptive statistics

Tabular array 2 describes descriptive statistics of all the written report variables including the mean, standard divergence, and correlation. Correlation coefficients are in the anticipated directions and provide preliminary support for our written report hypotheses. Our results depicts that transformational leadership and intrinsic motivation (r = 0. 29, p < 0.01) are positively and significantly correlated. Further intrinsic motivation is significantly associated with work performance (r = .30, p < 0.01); working exhaustion (r = − 0.59, p < 0.01); social loafing (r = − 0.fifteen, p < 0.01).

Table ii Mean, standard deviations and correlations

Full size table

Reliability analysis

To examine the consistency of the variables, reliability analysis is calculated. The reliabilities of all the variables with number of items are summarized in Tabular array 3. The values between 0.84 and 0.eight point good reliability. The reliability of transformational leadership is 0.84 which is good, and intrinsic motivation shows another good reliability which is 0.89. Working burnout shows 0.88 reliability. The reliability of work performance is 0.8 and the reliability of social loafing is 0.8 which is also good. So this explains that the data used is reliable.

Tabular array 3 Reliability statistics

Total size table

Hypothesis testing

Results of mediation for work performance

Firstly, nosotros investigated the touch of Transformational Leadership (X) on Piece of work Performance (Y) through mediating factor of Intrinsic Motivation (Grand). Results justify that total effect of transformational leadership on work performance (path c, Fig. 2) is meaning (β = 0.xiii, t = 3.07, p < 0.01) every bit shown in Table 4. The relationship between transformational leadership and intrinsic motivation (path a, Fig. 4) is highly significant and positive which back up Hypothesis i also (β = 0.31, t = v.20, p < 0.01). Furthermore, the findings showed that the relationship between Intrinsic Motivation and Work Operation (path b, Fig. two) is positive and significant relationship (β = 0.19, t = 4.79, p < 0.01).

Fig. 2
figure 2

Arbitration model—piece of work performance

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Table 4 Results of simple mediation model for work operation

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Our overall findings represent that there is positive and significant bear on of transformational leadership on piece of work functioning (path c′, Fig. 2) through the mediation of intrinsic motivation (β = 0.07, t = 1.68, p > 0.01) which accepts Hypothesis iii.

Results for arbitration for working burnout

In this model nosotros studied the relationship of Transformational Leadership(X) and Working Burnout (Y) through mediating role Intrinsic Motivation (M). Results indicated that total consequence of transformational leadership on working burnout is meaning (β = − 0.19, t = − three.51, p < 0.01 We examined the relationship between the mediator, Intrinsic Motivation and the dependent variable, Working Burnout (path b, Fig. iii). The findings showed a pregnant and negative human relationship (β = − 0.fifty, t = − 11.98, p < 0.01). This finding supports Hypothesis iv. As it is shown in Table 5 the final results determined a meaning relationship betwixt transformational leadership and working burnout with mediation of intrinsic motivation (path c′, Fig. 3) (β = − 0.03, t = − 0.66, p > 0.01). Therefore Hypothesis 5 is accepted.

Fig. 3
figure 3

Mediation model—working burnout

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Table 5 Results of simple mediation model for working exhaustion

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Results for arbitration for social loafing

Our third and concluding finding for studied relationship between transformational leadership and social loafing through mediator intrinsic motivation, are presented in Table 6. According to the total consequence model, the relationship betwixt transformational leadership and social loafing (path c, Fig. 4) is meaning and negative (β = − 0.32, t = − 9.57, p < 0.01) as shown in Table 6.

Table half-dozen Results of unproblematic mediation model for social loafing

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Fig. iv
figure 4

Mediation model—social loafing

Full size prototype

The outcomes showed that intrinsic motivation and social loafing (path b, Fig. 4) are insignificantly and related relationship (β = − 0.01, t = − 0.31, p > 0.01) which opposes Hypothesis vi.

Our last finding determined that transformational leadership does non have a significant negative impact on social loafing (path c′, Fig. 3), while decision-making intrinsic motivation (β = − 0.32, t = − nine.07, p < 0.01). Thus Hypothesis 7 is not accepted. Thus, information technology tin be resulted that there is no arbitration.

Discussion

Theoretical contributions

Although, previous researches have vastly recognized the directly touch of transformational leadership on positive employee piece of work outcomes [17, 48], yet not all employees practise not respond to transformational leadership optimistically [66]. This study overall, made an important contribution to the bachelor literature mainly past including variables that are very essential for all piece of work environments that are aiming toward high employee motivation and functioning. The current study is a unique attempt to look at the relationship betwixt of transformational leadership, employees' piece of work performance, working exhaustion, and social loafing and intrinsic motivation in Asian context. This study contributes to the existing literature on transformational leadership since it is amidst the first to investigate the indirect impact of transformational leadership on employees' work performance, working burnout, and social loafing through intrinsic motivation. Providing empirical evidence for association betwixt transformational leadership (contained variable), work performance, working exhaustion and social loafing (dependent variables) through the mediating effect of intrinsic motivation. Our empirical results provide support for our hypothesized model except for the indirect effect of transformational leadership on social loafing through intrinsic motivation. Transformational leadership consists of four elements which are idealized influence, inspirational motivation, intellectual stimulation and Individualized consideration [xiii]. All of these elements showed very good reliability and consistency with each other. These elements actively participate to touch the outcome of intrinsic motivation [85].

This study shows that transformational leadership has a pregnant and positive relationship with employees' intrinsic motivation. Previous literature supports this finding that transformational leadership promotes motivation in employees and develops positive psychological states such every bit meaningfulness of work, experienced responsibility for the outcomes and knowledge of work results. It indicates that transformational leadership direct exerts its influence past helping employees or followers to think more positively about themselves and their tasks, by enhancing the quality of their relationships, and past creating environments that are fair, respectful, and supportive [86] and all of these factors contribute positively toward employee's self motivation toward his/her piece of work (i.e., intrinsic motivation).

The positive elements of transformational leadership bring out positive psychological states past escalating intrinsic motivation amongst employees. Employees with increased intrinsic motivation are more effective and efficient toward their piece of work performances. They are supposed to be converted into responsive and perform efficiently in their work [64].

This written report results showed significant positive relationship of transformational leadership on working exhaustion through intrinsic motivation. When a transformational leader indicates support for honest and fair matters associated with employees, the employee feels less wearied and motivated. Intrinsically motivated employees who are driven by enjoyment and interest in their work are more probable to work hard at their jobs and feel less fatigue, less emotional burnout, and increased want to participate in the organization [49].

Finally, it was examined that how transformational leadership impact social loafing through Intrinsic motivation. Findings depicts that although Social loafing has a significant and negative human relationship with transformational leader, just their indirect relationship through intrinsic motivation is non significant The reason behind can exist that the direct strong association between transformational leader and social loafing every bit "transactional leaders finer inspire followers to identify with a mission while rallying them to piece of work together to achieve organizational objectives." Farther, social loafing in employees is also effected significantly past other factors such equally workload, organizational culture, tenure of job. etc.

Practical implications

Our study also provides several practical implications for organizations. Transformational leaders who realize the significance of intrinsic motivation for employees will prefer such behaviors that are conducive for development employees' intrinsic motivation at the workplace. The results of current study confirmed that transformational leadership through fostering intrinsic motivation create such environment which is stress free and fruitful for employee effective operation. Ane way to exhibit these behaviors by managers is to aim at encouraging motivation amidst employees based on their inherent happiness and enjoyment. Another fashion to heighten employees' intrinsic motivation and involvement toward organizational success is to value their contributions and sharing organizational goals and objectives with their workers. Further, it is very essential for organizational leaders to be transformed past existence informed of their employees well because transformational leader can inspire people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well every bit the dominance to make decisions in one case they accept been trained. In that the leader tin inspire workers to find improve ways of achieving a goal every bit leadership can mobilize people into groups that can become work done, and morale, in that transformational leaders heighten the well-beingness and motivation level of a group through splendid connection. The findings of this written report besides stressed the need of designing leadership coaching and training programs in gild to develop transformational leadership which may include "programs for communication, motivation, and brainstorming, to train employees with the necessary resources to be more articulate and inspirational as well as to think out of the box".

Limitations and hereafter directions

The get-go limitation of this research is that cross-exclusive survey has been conducted. In that location may exist ambiguity in establishing causal direction. Results may vary while collecting data at diverse times. It is suggested to conduct longitudinal study design in future research to meet how impact of transformational leadership on employee outcomes varies over time. Next, it represented information from but the telecom sector of Lahore, Pakistan which may limit the study generalizability it would have been advantageous to bear this research beyond the diverse sectors and n dissimilar context. Another limitation of this research is that there tin be a probability of response bias as all the data was collected through same source i.due east., employees. For case, a person tin can have deliberate falsification past quoting faux responses of statements, simply to attain social desirability. An employee in the organization may take loftier degrees of social loafing just he may not state it appropriately as well. Future researchers may collect information from different sources like work functioning data can be collected from supervisors.

Existing literature and this research too is having high tendency toward constructive and meaning outcomes to discover impact of transformational leadership and so it is suggested that in future studies impact of transformational leadership should be examined in relation to more negative employee outcomes such as turnover intention and cyber loafing.

It is also recommended to see the impact of other mediators like emotional stability between transformational leadership and employees' diverse outcomes.

Furthermore, future studies can also observe the effect of different moderators such every bit performance appraisal politics and contingent awards on the existing research model. Information technology might testify valuable.

Future studies can likewise answer to the limitations of electric current inquiry by collecting data across dissimilar business organization sectors (instruction, cyberbanking, etc.) of diverse locations.

Conclusion

This research contributes to the field of organizational behavior by enhancing our knowledge on how a transformational leader upgrades employees' positive work outcomes past improving their intrinsic motivation. Furthermore, their increased intrinsic motivation volition develop their positive work outcomes by increasing employees' work performance and the same time reducing their burnout and work stress. We hope that our report will stimulate future endeavors to advance our understanding in this domain.

Availability of data and materials

The datasets used and/or analyzed during the electric current report are available from the corresponding author on reasonable request.

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Acknowledgements

We would like to thank family friends and teachers for their constant help and support to carry this research.

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  1. Kinnaird Higher for Women, Lahore, Pakistan

    Hira Khan

  2. Department of Business Administration, Kinnaird Higher for Women, Lahore, Islamic republic of pakistan

    Maryam Rehmat, Saira Farooqi & Javaria Asim

  3. School of Business organization Administration, National College of Business organisation Administration and Economic science, Lahore, Pakistan

    Maryam Rehmat, Tahira Hassan Butt, Saira Farooqi & Javaria Asim

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Every author made contribution in each of the sections.HK completed her thesis on this topic for her M.Phil degree, MR supervised her in her thesis, THB has helped in proof reading the certificate and incorporating the reviewer's comments, SF helped in putting information technology into paper format and JA helped in the analysis. All the authors have read and approved the document.

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Correspondence to Maryam Rehmat.

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Khan, H., Rehmat, K., Butt, T.H. et al. Impact of transformational leadership on work performance, burnout and social loafing: a mediation model. Futur Jitney J 6, 40 (2020). https://doi.org/10.1186/s43093-020-00043-8

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Keywords

  • Transformational leadership
  • Intrinsic motivation
  • Work performance
  • Working burnout
  • Social loafing

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