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Effect of Transformational Leadership on Contextual Performance Mediated by Work Engagement and Moderated by Mindful Awareness

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  • Phyu Phyu Zaw

    (Graduate School for International Development and Cooperation, Hiroshima University, Higashihiroshiama 739-8529, Japan)

  • Yoshi Takahashi

    (Graduate School of Humanities and Social Sciences, Hiroshima University, Higashihiroshiama 739-8529, Japan)

Abstract

This study aims to investigate the relationship between transformational leadership and transactional leadership, as a job resource and contextual performance as a work outcome, mediated by work engagement and moderated by trait mindful awareness as a personal resource. Some researchers highlight work engagement as a mediating mechanism between job resources and individual outcomes, while others suggest that personal resources may improve employees’ awareness of the job resources around them and, in turn, improve their performance. Notably, empirical evidence shows that the moderation of trait mindful awareness is not synergistic, but compensatory, along with the “substitutes for leadership theory.” Data were collected from employees in the United States via the online Amazon Mechanical Turk platform. A total of 282 respondents were randomly assigned to one of two vignettes—one reflecting transformational and one reflecting transactional leadership. The findings revealed that the positive relationship between transformational leadership and contextual performance is partially mediated by work engagement. Mindful awareness significantly strengthens the relationship between transformational leadership and work engagement. This study contributes to the literature by providing further empirical evidence on the inconclusive contextualization of mindful awareness as a personal resource.

Suggested Citation

  • Phyu Phyu Zaw & Yoshi Takahashi, 2022. "Effect of Transformational Leadership on Contextual Performance Mediated by Work Engagement and Moderated by Mindful Awareness," Merits, MDPI, vol. 2(4), pages 1-17, September.
    • Handle: RePEc:gam:jmerit:v:2:y:2022:i:4:p:17-257:d:929789
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    References listed on IDEAS

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    1. Monje Amor, Ariadna & Abeal Vázquez, José Pablo & Faíña, José Andrés, 2020. "Transformational leadership and work engagement: Exploring the mediating role of structural empowerment," European Management Journal, Elsevier, vol. 38(1), pages 169-178.
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    3. Kroon, Brigitte & Menting, Charlotte & van Woerkom, Marianne, 2015. "Why Mindfulness Sustains Performance: The Role of Personal and Job Resources," Industrial and Organizational Psychology, Cambridge University Press, vol. 8(4), pages 638-642, December.
    4. Macey, William H. & Schneider, Benjamin, 2008. "The Meaning of Employee Engagement," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 3-30, March.
    5. Fong-Yi Lai & Hui-Chuan Tang & Szu-Chi Lu & Yu-Chin Lee & Cheng-Chen Lin, 2020. "Transformational Leadership and Job Performance: The Mediating Role of Work Engagement," SAGE Open, , vol. 10(1), pages 21582440198, January.
    6. Deanne Hartog & Frank Belschak, 2012. "Work Engagement and Machiavellianism in the Ethical Leadership Process," Journal of Business Ethics, Springer, vol. 107(1), pages 35-47, April.
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