Content area
Full Text
The present study focuses on exploring the role of relationship between transformational leadership and job performance. The model has been tested in the higher education sector. Information regarding transformational leadership, leader member exchange and satisfaction with leader has been procured from teachers and the job performance has been assessed by the head of department. The data has been duly validated with the help of Confirmatory factor analysis (CFA). Structural equation modeling (SEM) has been used for hypotheses testing. The results indicate that leader member exchange and satisfaction with leader mediates the relationship between transformational leadership and job performance. Managerial implications and scope for future research have also been discussed.
INTRODUCTION
In today's competitive environment, organisations expand globally and face a lot of challenges to meet their objectives (Ismail et al., 2009; Paracha et al., 2012; Alsaeedi & Male, 2013). To survive and compete successfully in dynamic environment, organisations require proactive human resources, who remain committed to performing at high standards (Bakker & Leiter, 2010; Sadia, 2011; Saha & Gregar, 2012). Human resources are considered as the valuable assets (Pareek & Rao, 2007, p.2), which are inimitable and can generate sustainable competitive advantage through innovative ideas (Polyani, 1962; Lippman & Rumelt, 1982; Teece, 1982; Wernerfelt, 1984; Barney 1991; Jung et al., 2003; Ward et al., 2013). To keep them motivated for new innovations one requires people, who can manage/lead these human resources efficiently (Certo & Certo, 2006; Shanker, 2012; Liaw et al., 2010). Leaders play a great role in this context (Chou et al., 2013; Dink et al., 2014). Leader is crucial in encouraging employees to learn, reach their full potential and break through learning boundaries (Slater & Narver, 1995; Chathoth & Olsen, 2002; Day et al., 2014). Their leadership ability helps in attaining and retaining the quality workforce (Sharma & Jyoti, 2006; Kwan, 2009). Though literature reveals several styles of leadership but transformational leadership is one of the most used styles in organisations to manage the change (Sarros & Santora, 2001; Kejriwal & Krishnan, 2004; Indrawati, 2014). Transformational leadership shapes the behaviour of followers by motivating them to achieve performance beyond expectations by transforming their attitudes, beliefs and values as opposed to simply gaining compliance (Rafferty & Griffin, 2004). It helps to bring...