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Employee engagement and organizational change initiatives: Does transformational leadership, valence, and trust make a difference?
Author(s) -
Islam M. Nazmul,
Furuoka Fumitaka,
Idris Aida
Publication year - 2021
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.22078
Subject(s) - transformational leadership , employee engagement , valence (chemistry) , employee research , structural equation modeling , business , psychology , public relations , human resource management , leadership studies , transactional leadership , social psychology , leadership style , knowledge management , political science , computer science , physics , quantum mechanics , machine learning
The research investigates the role of transformationalleadership in enhancing employee engagement during organizational change, and the individual and sequential mediating role of valence and trust in leadership. Based on cross‐sectional data from a survey of employees in Bangladesh's banking sector, the study uses structural equation modeling to test four hypotheses related to employee engagement and organizational change. The results showed that transformational leadership positively associated with employee engagement, and that both valence and trust in leadership individually and sequentially mediate the relationship between transformational leadership and employee engagement. The research contributes to the areas of organizational change management and human resource management by clarifying the impact of transformational leadership on employee engagement. It also provides practical guidance on improving employee engagement in Bangladesh's banking sector, and elsewhere, during periods of organizational change.