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Linking transformational leadership and continuous improvement

Author

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  • Mohammad Nisar Khattak
  • Roxanne Zolin
  • Noor Muhammad

Abstract

Purpose - The purpose of this study is to investigate employee trust in the leader as the underlying mechanism between transformational leadership and employees’ organizational identification and their continuous improvement efforts. Design/methodology/approach - Survey data were collected from 282 employees, working in 8 different private and public sector organizations from the banking, higher education, telecommunications and health sectors in Pakistan. Structural equation modeling was used to test the study hypotheses. Findings - The results support the hypothesized relationships showing that trust in the leader partially mediates the relationship of transformational leadership with organizational identification and continuous improvement efforts. Research limitations/implications - This study relied upon cross-sectional data, which does not satisfy the conditions to establish causality. Practical implications - The results of this study will help organizations and practitioners to understand the importance of trust between transformational leaders and followers, which ultimately results in higher organizational identification and continuous improvement. Originality/value - Using the broader framework of social exchange theory (Blau, 1964), this study contributes to the extant employee – organization relationship literature by proposing and testing trust in the leader as an underlying psychological mechanism that can explain the impact of transformational leadership on employees’ organizational identification and their continuous improvement efforts.

Suggested Citation

  • Mohammad Nisar Khattak & Roxanne Zolin & Noor Muhammad, 2020. "Linking transformational leadership and continuous improvement," Management Research Review, Emerald Group Publishing Limited, vol. 43(8), pages 931-950, January.
    • Handle: RePEc:eme:mrrpps:mrr-06-2019-0268
    DOI: 10.1108/MRR-06-2019-0268
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    Citations

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    Cited by:

    1. Lleo, A. & Ruiz-Palomino, P. & Viles, E. & Muñoz-Villamizar, A.F., 2021. "A valid and reliable scale for measuring middle managers’ trustworthiness in continuous improvement," International Journal of Production Economics, Elsevier, vol. 242(C).
    2. Muhammad Abyan Tio Hananta & Andriyastuti Suratman, 2023. "How are leaders trusted in the knowledge-sharing process?," International Journal of Business Ecosystem & Strategy (2687-2293), Bussecon International Academy, vol. 5(1), pages 11-22, January.
    3. Ponmythili Muppidathi & Venkat R. Krishnan, 2021. "Transformational Leadership and Follower’s Perceived Group Cohesiveness: Mediating Role of Follower’s Karma-yoga," Business Perspectives and Research, , vol. 9(2), pages 269-285, May.
    4. Helena Bulinska-Stangrecka & Anna Bagienska & Yasangi Anuradha Iddagoda, 2021. "The Mediating Role of Social Media in the Relationship between Perceived Leadership Support and Employee Engagement in Banking," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 851-874.
    5. Hira Khan & Maryam Rehmat & Tahira Hassan Butt & Saira Farooqi & Javaria Asim, 2020. "Impact of transformational leadership on work performance, burnout and social loafing: a mediation model," Future Business Journal, Springer, vol. 6(1), pages 1-13, December.

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