Studying Transformational Leadership and Work Engagement: Does Self-Efficacy and Leadership Resilience Matter? Transformational Leadership and Work Engagement

Abstract

This research study's major goal is to find how resilience and self-efficacy, which act as mediators, relate to transformational leadership and workplace engagement. The study was conducted from the top five banks of Pakistan located in Faisalabad. The study was cross-sectional and data was obtained from 350 employees of the top five banks located in Faisalabad. The research data were collected through online and self-conducted surveys. Sample and population SPSS v20 was used to analyze these interactions between the staff members of Pakistan's five largest banks using structural equation modeling. This study confirmed that during the challenging times of COVID-19, a strong predictor of employee and job engagement was discovered to be leadership style. By increasing their energy and dedication at work in specific circumstances, it has become a well-liked organizational concept. According to the study's findings, employing employee engagement tactics and paying sufficient attention to one's work will boost an organization's success in terms of higher output, profits, quality, customer satisfaction, staff retention, and increased adaptability. The results of this detailed study have practical repercussions for the selection of workers and leadership development for practitioners. Leaders with transformational leadership are more concerned with the development and growing their subordinates. Therefore, HR officials would work to generate a variability of training and develop a program to train employees into leaders with transformational leadership.