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The role of transformational leadership and process management in enhancing productivity

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  • Tryson Yangailo

Abstract

This study examines the interplay between transformational leadership, process management, and productivity within the Tanzania Zambia Railway Authority (TAZARA). While existing research largely emphasizes the direct impact of transformational leadership on organizational performance, this study introduces process management as a mediating factor, providing a more nuanced perspective on how leadership influences productivity. Using a quantitative research design, data were collected from 157 managers and analyzed using Jamovi for regression and mediation analysis. The results indicate that transformational leadership significantly increases productivity, with process management serving as a critical mediator. Specifically, transformational leadership increases productivity by motivating employees and fostering innovation, while process management streamlines operations and improves operational efficiency, effectively linking leadership practices to measurable productivity outcomes. These findings contribute to leadership theory and offer practical implications for organizations seeking to improve productivity through the strategic integration of leadership and process management. Organizations should train leaders in transformational practices while concurrently optimizing workflows to maximize productivity gains. The study underscores the need for a holistic approach that leverages both transformational leadership and effective process management to ensure long-term organizational success.

Suggested Citation

  • Tryson Yangailo, 2025. "The role of transformational leadership and process management in enhancing productivity," SN Business & Economics, Springer, vol. 5(8), pages 1-18, August.
    • Handle: RePEc:spr:snbeco:v:5:y:2025:i:8:d:10.1007_s43546-025-00863-2
    DOI: 10.1007/s43546-025-00863-2
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    References listed on IDEAS

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    1. Sayan, Zafer & Sürücü, Lütfi, 2024. "The role of transformational leadership and employee productivity in logistics performance," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 20(1), pages 1-10.
    2. Prajogo, Daniel I. & Sohal, Amrik S., 2006. "The relationship between organization strategy, total quality management (TQM), and organization performance--the mediating role of TQM," European Journal of Operational Research, Elsevier, vol. 168(1), pages 35-50, January.
    3. Andrew M. Pettigrew, 1987. "Context And Action In The Transformation Of The Firm," Journal of Management Studies, Wiley Blackwell, vol. 24(6), pages 649-670, November.
    4. Hamed Taherdoost, 2016. "Validity and Reliability of the Research Instrument; How to Test the Validation of a Questionnaire/Survey in a Research," Post-Print hal-02546799, HAL.
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    Cited by:

    1. Tryson Yangailo, 2025. "The mediating role of education and training in linking process management and product-service design," SN Business & Economics, Springer, vol. 5(10), pages 1-18, October.

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    Keywords

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    JEL classification:

    • M11 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Production Management
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • C13 - Mathematical and Quantitative Methods - - Econometric and Statistical Methods and Methodology: General - - - Estimation: General
    • D24 - Microeconomics - - Production and Organizations - - - Production; Cost; Capital; Capital, Total Factor, and Multifactor Productivity; Capacity
    • L92 - Industrial Organization - - Industry Studies: Transportation and Utilities - - - Railroads and Other Surface Transportation

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