Transformational leadership and organizational performance: analysis of the integral mediating role of work engagement in the context of the INDH at the Casa-Settat region level

Abstract

The question of organizational performance and its relationship with leadership styles is now a major topic of interest for both practitioners and researchers in management sciences. Public and private organisations now operate in environments marked by high uncertainty, Public administrations, public institutions, and enterprises are particularly facing profound transformations that challenge traditional management and governance methods.
In this context, leadership appears as an essential lever enabling organisations to adapt to changes in their environment. More specifically, transformational leadership has gradually established itself as a managerial approach that promotes

employee engagement.

Several studies in management sciences have highlighted the existence of a positive relationship between transformational leadership and organizational performance. However, this relationship can be influenced by certain intermediary variables, notably employee engagement, which is considered a determining factor in improving organizationnel effectiveness.

It is from this perspective that the present research is situated, aiming to study the relationship between transformational leadership and organizational performance through the mediating role of employee engagement. Case INDH.

In order to address this issue, a quantitative study was conducted among the employees of INDH. The main objective is to examine the direct effects of transformational leadership on organisational performance and to verify the mediating role of employee engagement, in light of the theoretical and empirical contributions developed in the scientific literature.

JEL Classification:  M12

Paper Type: Empirical research