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Transformational leadership, workplace engagement and the mediating influence of meaningful work: Building a conceptual framework

Conference Paper


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Abstract


  • The purpose of this paper is to examine the nature of the relationship between

    transformational leadership, meaningful work and workplace engagement. Although there is

    consensus that better engaged employees help organizations to perform better, industry reports

    indicate that only one fifth of employees are engaged in their work. While there is some evidence in

    the literature to suggest a link between transformational leadership factors such as idealized

    influence, inspirational motivation, intellectual stimulation and individualized consideration, and the

    components of workplace engagement such as vigor, dedication and absorption, little is known about

    the nature of this relationship. This paper proposes a conceptual framework supporting an indirect

    relationship between transformational leadership and followers’ workplace engagement, a

    relationship mediated by followers’ perceptions of meaningful work. The paper provides insights into

    enhancing followers’ workplace engagement via transformational leaders through their ability to

    create meaningful work. The proposed conceptual framework has implications for researchers

    examining the link between transformational leadership and work engagement, and for organizations

    keen to improve employee engagement levels through by leaders.

Publication Date


  • 2010

Citation


  • Ghadi, M., Fernando, M. & Caputi, P. (2010). Transformational leadership, workplace engagement and the mediating influence of meaningful work: Building a conceptual framework. Australian New Zealand Academy of Management Annual Conference (pp. 1-15). Adelaide: ANZAM.

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=3253&context=hbspapers

Ro Metadata Url


  • http://ro.uow.edu.au/hbspapers/2200

Start Page


  • 1

End Page


  • 15

Place Of Publication


  • Adelaide

Abstract


  • The purpose of this paper is to examine the nature of the relationship between

    transformational leadership, meaningful work and workplace engagement. Although there is

    consensus that better engaged employees help organizations to perform better, industry reports

    indicate that only one fifth of employees are engaged in their work. While there is some evidence in

    the literature to suggest a link between transformational leadership factors such as idealized

    influence, inspirational motivation, intellectual stimulation and individualized consideration, and the

    components of workplace engagement such as vigor, dedication and absorption, little is known about

    the nature of this relationship. This paper proposes a conceptual framework supporting an indirect

    relationship between transformational leadership and followers’ workplace engagement, a

    relationship mediated by followers’ perceptions of meaningful work. The paper provides insights into

    enhancing followers’ workplace engagement via transformational leaders through their ability to

    create meaningful work. The proposed conceptual framework has implications for researchers

    examining the link between transformational leadership and work engagement, and for organizations

    keen to improve employee engagement levels through by leaders.

Publication Date


  • 2010

Citation


  • Ghadi, M., Fernando, M. & Caputi, P. (2010). Transformational leadership, workplace engagement and the mediating influence of meaningful work: Building a conceptual framework. Australian New Zealand Academy of Management Annual Conference (pp. 1-15). Adelaide: ANZAM.

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=3253&context=hbspapers

Ro Metadata Url


  • http://ro.uow.edu.au/hbspapers/2200

Start Page


  • 1

End Page


  • 15

Place Of Publication


  • Adelaide