Volume 9, Issue 7, July – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
Enhancing Employee Performance through
Transformational Leadership: A Study
1 2
Dr. Rajesh Kumar Ghai
Dean
Faculty of Management & Commerce,
Swami Vivekanand Subharti University
Subhartipuram, NH-58, Delhi-Haridwar Bypass Road,
Meerut-250005, Uttar Pradesh, India.
Abstract- This research investigates the influence of
transformational leadership on employee performance,
with a specific focus on the mediating roles of job stress
reduction and organizational work environment.
Transformational leadership, characterized by its ability
to enhance employee engagement and clarity, is
examined as an independent variable impacting
employee performance, the dependent variable. The
study aims to achieve the following objective: (1) explore
the impact of transformational leadership on
organizational work environments, (2) understand the
effect of transformational leadership on reducing job
stress, and (3) examine the role of transformational
leadership in improving employee performance. The
research delves into how transformational leadership
fosters a positive work environment—by reciprocating
performance, establishing role clarity, and increasing
employee participation—and mitigates job stress—by
alleviating anger and depression. Conducted in the
Meerut district of Delhi NCR, the study considered
academicians from private higher educational institutes,
selected through stratified random sampling (sample size
N=151). Utilizing a descriptive research design, data was
collected via a structured questionnaire with a high-
reliability score (Cronbach's alpha = 0.88) and analyzed
using SmartPLS 4.0 (student version) software. Findings
reveal that transformational leadership significantly
reduces job stress and enhances the organizational work
environment, which collectively boosts employee
performance. Key performance indicators observed
include improved work quality, effective communication,
timely completion of tasks, teamwork, reliability, and
problem-solving skills. This study underscores the
significant role of transformational leadership in
cultivating a supportive work environment and reducing
job stress to elevate overall employee performance.
Keywords: Transformational Leadership, Employee
Performance, Job Stress Reduction, and Organizational
Work Environment.
IJISRT24JUL025 www.ijisrt.com
https://doi.org/10.38124/ijisrt/IJISRT24JUL025
Aashish Dhiman
Research Scholar
Faculty of Management & Commerce,
Swami Vivekanand Subharti University
Subhartipuram, NH-58, Delhi-Haridwar Bypass Road,
Meerut-250005, Uttar Pradesh, India.
I. INTRODUCTION
In today's highly competitive and rapidly evolving
business environment, organizations continually seek
innovative strategies to enhance employee performance and
overall productivity. One such strategy that has garnered
significant attention is transformational leadership. This
leadership style, characterized by the ability to inspire and
motivate employees toward achieving extraordinary
outcomes, has been linked to numerous positive
organizational outcomes including increased employee
satisfaction, improved performance, and heightened
organizational commitment.
The concept of transformational leadership
encompasses a range of behaviors and attributes that leaders
exhibit to foster an environment of growth, innovation, and
engagement. These behaviors include demonstrating
charisma, providing inspirational motivation, intellectual
stimulation, and individualized consideration.
Transformational leaders are adept at creating a compelling
vision, fostering an inclusive and empowering environment,
and encouraging their team members to exceed their own
expectations.
This research study aims to delve into the intricacies of
how transformational leadership can significantly impact
employee performance. By examining various primary data,
and theoretical frameworks, this study seeks to provide a
comprehensive understanding of the mechanisms through
which transformational leadership can drive superior
performance outcomes.
This study point to explore the impact of
transformational leadership on organizational work
environments, understand its effect on reducing job stress,
and examine its role in improving employee performance.
Transformational leadership, known for its ability to inspire
and motivate employees, can create a supportive and
dynamic work environment that fosters innovation and
collaboration. By providing insight into how
transformational leadership can alleviate job stress, this
research highlights the potential for leaders to enhance
employee well-being and satisfaction. Moreover, the study
delves into the mechanisms through which transformational
leadership, directly and indirectly, influences employee
74
Volume 9, Issue 7, July – 2024
ISSN No:-2456-2165
performance, offering valuable understanding and practical
recommendations for organizations striving to boost their
workforce's productivity and engagement.
The significance of this study lies in its potential to
offer practical insights for managers and leaders striving to
enhance their leadership practices. By elucidating the
pathways through which transformational leadership
influences performance, this research provides a valuable
resource for organizations looking to foster a more engaged
and high-performing workforce.
Fig 1 Conceptual Model of Research
II. REVIEW OF LITERATURE
The concept of transformational leadership has been
extensively studied in the context of its influence on
employee performance and organizational outcomes.
Transformational leadership is characterized by its ability to
inspire and motivate employees through a compelling
vision, personalized consideration, and intellectual
stimulation (Bass & Riggio, 2006). This leadership style
contrasts with transactional leadership, which focuses on
exchanges and rewards for performance (Burns, 1978).
 Impact on Employee Performance
Several studies have highlighted the positive
relationship between transformational leadership and
employee performance. For instance, Bono and Judge
(2003) found that transformational leaders enhance
employee performance by fostering a sense of purpose and
motivation among their subordinates. Employees under
transformational leaders are more likely to exceed their
performance expectations due to increased intrinsic
motivation and commitment to organizational goals (Judge
& Piccolo, 2004).
IJISRT24JUL025 www.ijisrt.com
International Journal of Innovative Science and Research Technology
https://doi.org/10.38124/ijisrt/IJISRT24JUL025
As the business landscape continues to evolve, the
importance of effective leadership cannot be overstated.
This paper contributes to the growing body of literature on
transformational leadership by providing empirical evidence
for leveraging this leadership style to enhance employee
performance. Through this study, we aim to underscore the
pivotal role of transformational leadership in driving
organizational success and paving the way for future
research in this domain.
 Reduction of Job Stress
Transformational leadership also plays a crucial role in
reducing job stress. According to Seltzer and Bass (1990),
transformational leaders provide support and
encouragement, which helps employees manage stress more
effectively. This support creates a more positive work
environment that mitigates the adverse effects of job stress
on employee well-being and performance. Nielsen, Randall,
Yarker, and Brenner (2008) further demonstrated that
transformational leadership is associated with lower levels
of job-related stress, which in turn enhances employee
satisfaction and performance.
 Enhancing Organizational Work Environments
The influence of transformational leadership extends to
the broader organizational work environment. Avolio,
Walumbwa, and Weber (2009) suggested that
transformational leaders contribute to a culture of trust,
collaboration, and innovation. This positive organizational
climate is crucial for fostering employee engagement and
productivity. By promoting a shared vision and encouraging
open communication, transformational leaders create an
environment where employees feel valued and empowered
to contribute their best efforts (Podsakoff, MacKenzie,
Moorman, & Fetter, 1990).
75
Volume 9, Issue 7, July – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24JUL025

 Mechanisms and Pathways III. RESEARCH METHODOLOGY

The mechanisms through which transformational
leadership enhances employee performance have been a
focal point of research. Bass and Avolio (1994) posited that
transformational leaders influence employee attitudes and
behaviors through role modeling, fostering intellectual
stimulation, and providing individualized consideration.
These behaviors not only enhance employee self-efficacy
but also align individual goals with organizational
objectives, leading to improved performance outcomes
(Yukl, 2013).
 Moderating Factors
Contextual factors, such as organizational culture and
industry dynamics, can moderate the relationship between
transformational leadership and employee performance.
Research by Eisenbeiss, van Knippenberg, and Boerner
(2008) indicated that the effectiveness of transformational
leadership might vary depending on the organizational
context and the specific needs of employees. Tailoring
leadership behaviors to fit the unique characteristics of the
working environment can amplify the positive effects of
transformational leadership on employee performance.
 Research Objectives
The primary objective of this research study is to
examine the influence of transformational leadership on the
organizational work environment, reduction of job stress,
and improving employee performance. The data was
collected from academicians (N=151) working in private
higher education institutions located in the Meerut district of
Delhi NCR.
A descriptive research design was employed. Stratified
random sampling was utilized to ensure a representative and
comprehensive dataset, reflecting the diverse experiences
and perspectives of the academicians involved.
Data collection was facilitated through a developed
questionnaire designed by the researcher, focusing on key
variables such as work quality, effective communication,
meeting deadlines on time, teamwork spirit, reliability, and
problem-solving ability. The gathered data was subsequently
analyzed using SmartPLS software, which enabled a robust
analysis of the effect between transformational leadership
and the specified outcomes. The study employed a
structured questionnaire that was pilot tested, yielding a high
reliability score (Cronbach's alpha = 0.88).

 To explore the impact of transformational leadership on
organizational work environments.
 To understand the effect of transformational leadership
on reducing job stress.
 To examine the role of transformational leadership in
improving employee performance.
This approach ensures a rigorous examination of how
transformational leadership practices can foster a positive
organizational environment, reduce job-related stress, and
drive higher levels of employee performance in the
educational sector.

Table 1 Hypothesis
Research Objective 1
H0a There is no significant impact of transformational leadership on organizational work environments.
H1a There is a significant impact of transformational leadership on organizational work environments.
Research Objective 2
H0b There is no significant effect of transformational leadership on reducing job stress.
H1b There is a significant effect of transformational leadership on reducing job stress.
Research Objective 3
H0c There is no significant role of transformational leadership in improving employee performance.
H1c There is a significant role of transformational leadership in improving employee performance.

Table 2 Coding for the Statements for Research Objectives

S. No. Statements Code
RO1
1 My leader inspires me to perform at my best. (Reciprocating Performance) S1a
2 My contributions and performance are frequently recognized by my leader. (Reciprocating Performance) S2a
3 I receive constructive feedback that helps me improve my performance. (Reciprocating Performance) S3a
4 My leader provides the support I need to achieve my performance goals. (Reciprocating Performance) S4a
5 My leader clearly communicates the vision and goals of the organization. (Establish Clarity) S5a
6 The expectations for my role and responsibilities are clearly defined by my leader. (Establish Clarity) S6a
7 I receive clear guidance on how to align my work with organizational objectives. (Establish Clarity) S7a
8 My leader ensures that I have the necessary resources to perform my job effectively. (Establish Clarity) S8a
9 My leader encourages me to participate in decision-making processes. (Increasing Employee Participation) S9a
10 I feel empowered to take initiative and make decisions in my role. (Increasing Employee Participation) S10a
11 My leader fosters a collaborative environment where team members work together effectively. (Increasing S11a
Employee Participation)
12 I am encouraged by my leader to share new ideas and innovative solutions. (Increasing Employee Participation) S12a

IJISRT24JUL025 www.ijisrt.com 76
Volume 9, Issue 7, July – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24JUL025

13 Transformational leadership has positively impacted my overall job satisfaction. (Overall Impact) S13a
14 The work environment has improved due to transformational leadership practices. (Overall Impact) S14a
15 Employee morale has increased as a result of transformational leadership. (Overall Impact) S15a
RO2
1 My leader demonstrates empathy and understanding, which helps reduce feelings of anger at work. S1b
2 My leader's encouragement and support contribute to a decrease in feelings of anger during stressful situations. S2b
3 My leader's clear communication and guidance help prevent feelings of anger from escalating in the workplace. S3b
4 The transformational leadership style of my leader positively influences my ability to manage feelings of S4b
depression at work.
5 My leader's recognition and appreciation of my efforts contribute to a decrease in feelings of depression in the S5b
workplace.
6 My leader's ability to inspire and motivate me helps alleviate feelings of depression during challenging times at S6b
work.
7 Transformational leadership has a positive impact on reducing my feelings of anger and depression at work. S7b
8 I feel less stressed and more emotionally stable at work due to the transformational leadership practices of my S8b
leader.
RO3
1 My leader inspires me to perform at my best. S1c
2 My leader effectively communicates goals and expectations. S2c
3 My leader supports me in delivering high-quality work. S3c
4 My leader helps me prioritize tasks and meet deadlines. S4c
5 My leader fosters teamwork and collaboration among team members. S5c
6 My leader encourages open and transparent communication. S6c
7 My leader motivates me to continuously improve my skills. S7c
8 My leader is reliable in handling tasks and responsibilities. S8c
9 My leader effectively addresses challenges faced by the team. S9c
10 My leader encourages innovative thinking and problem-solving. S10c

IV. DATA ANALYSIS

Table 3 Distribution of the Respondents

Based on Classification Frequency (N=151) Percent (%)
Male 78 52
Gender
Female 73 48
25-30 21 14
31-40 68 45
Age (years)
41-50 53 35
50 or more 9 6
Post Graduation 74 49
Educational Qualification
Doctorate 77 51
5 or less 60 40
Experience (years)
5 or more 91 60

 Gender Distribution  35% (n=53) are aged between 41-50 years.

The sample consists of 151 respondents, with a
relatively balanced gender distribution: 52% male (n=78)
and 48% female (n=73). This near-equitable representation
of both genders ensures that the insights and conclusions
drawn from the study will be inclusive of both male and
female perspectives. The balanced gender ratio is crucial for
reducing gender bias and enhancing the generalizability of
the findings regarding transformational leadership's impact
on employee performance.
 Age Distribution
The age distribution of the respondents is as follows:
 6% (n=9) are aged 50 years or more.
The majority of the respondents (80%) fall within the
31-50 year age range. This indicates that most participants
are mid-career professionals, which is significant because
individuals in this age group are often in positions that allow
them to experience and assess leadership styles directly.
Their insights into transformational leadership's effects are
therefore likely to be well-informed and reflective of
practical workplace dynamics.
 Educational Qualification

 14% (n=21) are aged between 25-30 years.  49% (n=74) hold a Post-Graduation degree.
 45% (n=68) are aged between 31-40 years.  51% (n=77) hold a Doctorate degree.

IJISRT24JUL025 www.ijisrt.com 77
Volume 9, Issue 7, July – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24JUL025

This high level of educational attainment among
respondents suggests a well-educated sample, which is
important for studies focusing on higher education
institutions. The slight majority of Doctorate holders may
imply a higher level of experience and expertise, which can
influence their perceptions of leadership and its impact on
performance.
 Experience Distribution
The experience levels among respondents are:
A significant portion of the sample (60%) consists of
individuals with over five years of experience, indicating
that most respondents have a substantial amount of
professional experience. This is beneficial for the study as
experienced employees are more likely to have encountered
various leadership styles and can provide more nuanced
feedback on the influence of transformational leadership on
their performance.

 40% (n=60) have 5 years or less of experience.

 60% (n=91) have more than 5 years of experience.

Table 4 Responses to the Statements (RO1)

Statements Agree Neutral Disagree
Code 7(f) 7 (%) 6(f) 6(%) 5(f) 5(%) 4(f) 4(%) 3(f) 3(%) 2(f) 2(%) 1(f) 1(%)
S1a 18 12 27 18 15 10 38 25 23 15 9 6 21 14
S2a 17 11 29 19 17 11 39 26 11 7 18 12 21 14
S3a 26 17 27 18 33 22 8 5 27 18 15 10 15 10
S4a 32 21 11 7 14 9 47 31 24 16 12 8 12 8
S5a 56 37 23 15 12 8 17 11 17 11 15 10 12 8
S6a 14 9 17 11 5 3 36 24 33 22 27 18 20 13
S7a 20 13 14 9 26 17 62 41 6 4 15 10 9 6
S8a 23 15 15 10 27 18 24 16 29 19 29 19 5 3
S9a 15 10 17 11 26 17 11 7 38 25 15 10 30 20
S10a 18 12 32 21 14 9 27 18 18 12 12 8 30 20
S11a 33 22 20 13 29 19 8 5 23 15 27 18 12 8
S12a 39 26 36 24 8 5 11 7 44 29 8 5 6 4
S13a 39 26 6 4 56 37 2 1 30 20 18 12 0 0
S14a 45 30 18 12 30 20 20 13 21 14 15 10 2 1
S15a 29 19 20 13 32 21 9 6 26 17 9 6 27 18

Table 5 Responses to the Statements (RO2)

Statements Agree Neutral Disagree
Code 7(f) 7 (%) 6(f) 6(%) 5(f) 5(%) 4(f) 4(%) 3(f) 3(%) 2(f) 2(%) 1(f) 1(%)
S1b 23 15 21 14 17 11 38 25 20 13 23 15 11 7
S2b 21 14 21 14 20 13 39 26 17 11 12 8 21 14
S3b 41 27 32 21 14 9 8 5 23 15 12 8 23 15
S4b 27 18 14 9 15 10 47 31 21 14 20 13 8 5
S5b 24 16 45 30 21 14 17 11 14 9 17 11 14 9
S6b 8 5 5 3 23 15 36 24 35 23 24 16 21 14
S7b 14 9 23 15 23 15 62 41 8 5 0 0 23 15
S8b 30 20 20 13 15 10 24 16 2 1 47 31 14 9

Table 6 Responses to the Statements (RO3)

Statements Agree Neutral Disagree
Code 7(f) 7 (%) 6(f) 6(%) 5(f) 5(%) 4(f) 4(%) 3(f) 3(%) 2(f) 2(%) 1(f) 1(%)
S1c 6 4 27 18 41 27 24 16 23 15 17 11 14 9
S2c 30 20 21 14 9 6 47 31 17 11 15 10 12 8
S3c 23 15 47 31 14 9 29 19 14 9 14 9 12 8
S4c 17 11 14 9 29 19 44 29 12 8 32 21 5 3
S5c 3 2 50 33 39 26 8 5 27 18 15 10 9 6
S6c 6 4 32 21 26 17 9 6 24 16 27 18 29 19
S7c 45 30 14 9 2 1 38 25 26 17 15 10 12 8
S8c 18 12 33 22 23 15 18 12 23 15 21 14 15 10
S9c 23 15 35 23 18 12 5 3 17 11 32 21 23 15
S10c 24 16 20 13 29 19 41 27 6 4 23 15 9 6

IJISRT24JUL025 www.ijisrt.com 78
Volume 9, Issue 7, July – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24JUL025

Table 7 Path Coefficients – Mean, STDEV, T Values, P Values (SmartPLS)

Variables Original Sample Sample Mean Standard Deviation T Statistics P Values
(O) (M) (STDEV) (|O/STDEV|)
JSR->EP 0.421 0.410 0.141 2.993 0.003
TL->EP 0.401 0.400 0.080 4.984 0.000
TL->JSR 0.990 0.990 0.002 565.644 0.000
TL->WE 0.994 0.994 0.001 776.644 0.000
WE->EP 0.377 0.380 0.168 2.244 0.000
Abbreviations- Jos Stress Reduction (JSR), Employee Performance (EP), Transformational Leadership (TL), and Work
Environment (WE).

Fig 2 Transformational Leadership Effectiveness Model >> Bootstrapping Results (SmartPLS 4)

 Analysis & Interpretation
 Analysis: (Ref- Table 4)
 The highest agreement percentages are observed for
statements S13a (67%), S14a (62%), and S5a (60%),
indicating that a significant proportion of respondents
agree that transformational leadership positively impacts
overall job satisfaction, improves the work environment,
and clearly communicates the vision and goals of the
organization.
 Statements S9a (38%) and S11a (54%) indicate a notable
proportion of respondents feel encouraged to participate
in decision-making processes and engage within a
collaborative environment cultivated by their leader.
Conversely, 55% of respondents perceive room for
further encouragement from their leader in participating
in decision-making processes.
 Statements S3a (57%) and S1a (40%) have moderate
agreement percentages, indicating that there's a
substantial agreement regarding receiving constructive
feedback and feeling inspired by the leader to perform at
one's best.
 Statements S7a (39%) and S8a (43%) have balanced
distributions across agreement levels, suggesting mixed
perceptions regarding receiving clear guidance on
aligning work with organizational objectives and having
necessary resources provided by the leader.
 Statement S2a garnered agreement from the majority of
respondents (41%), indicating that they perceive their
contributions and performance to be frequently
recognized by their leader, which serves as a source of
motivation. Similarly, Statement S4a received agreement
from a significant portion of respondents (37%),
suggesting that many feel their leader provides support
to achieve their goals. However, 31% remained neutral
and 32% disagreed with this statement. Conversely,
Statement S6a was met with disagreement from the
majority of respondents (53%), indicating that they
perceive their roles and responsibilities to be
inadequately defined by their leaders. Additionally, 24%
and 23% remained neutral and agreed, respectively, with
this statement. Statement S10a garnered agreement from
42% of respondents, while 40% disagreed with the
assertion "I feel empowered to take initiatives and make
decisions in my role."

IJISRT24JUL025 www.ijisrt.com 79
Volume 9, Issue 7, July – 2024
ISSN No:-2456-2165
 Interpretation: (Ref- Table 4)
The data indicate a generally positive perception of
transformational leadership's impact on overall job
satisfaction, the work environment, and communication of
organizational goals. Employees also perceive
encouragement for participation in decision-making and
collaboration. However, there are mixed perceptions
regarding the provision of constructive feedback, clarity in
aligning work with organizational objectives, and resource
allocation.
 Analysis: (Ref- Table 5)
 The highest agreement percentages are observed for
statements S3b (57%) and S5b (60%), indicating that a
significant proportion of respondents agree that clear
communication and recognition of efforts by the leader
contribute to managing feelings of anger and depression
that result in reducing job stress.
 Statements S1b (40%) and S4b (37%) have moderate
agreement percentages, suggesting that there's a
reasonable agreement regarding the leader's
demonstration of empathy and the positive influence of
transformational leadership on managing feelings of
anger and depression.
 Statements S6b (23%) and S8b (43%) have balanced
distributions across agreement levels, indicating mixed
perceptions regarding the leader's ability to inspire and
alleviate feelings of depression and the reduction of
stress and emotional stability due to transformational
leadership.
 A significant portion of respondents, accounting for
41%, affirmed that encouragement and support play a
pivotal role in mitigating feelings of anger amidst
stressful circumstances.
 Within the surveyed group, a predominant 39%
acknowledged the beneficial effects of transformational
leadership in alleviating both anger and depression
within the workplace environment.
 Interpretation:
(Ref- Table 5) Employees generally agree that clear
communication and recognition of efforts contribute to
managing negative emotions like anger and depression.
However, there are mixed perceptions regarding the leader's
ability to inspire and alleviate feelings of depression, as well
as the reduction of stress and emotional stability attributed
to transformational leadership.
 Analysis: (Ref- Table 6)
 The highest agreement percentages are observed for
statements S5c (61%) and S9c (50%), indicating that a
significant proportion of respondents agree that their
leader fosters teamwork and effectively addresses
challenges faced by the team.
 Statements S1c (49%) and S8c (49%) also have
relatively high agreement percentages, suggesting that
many respondents feel inspired by the leader to perform
at their best and perceive the leader as reliable in
handling tasks and responsibilities.
IJISRT24JUL025 www.ijisrt.com
International Journal of Innovative Science and Research Technology
https://doi.org/10.38124/ijisrt/IJISRT24JUL025
 Statements S3c (55%) and S7c (40%) have moderate
agreement percentages, indicating substantial agreement
regarding support in delivering high-quality work and
motivation to continuously improve skills.
 Statements S6c (41%) and S2c (40%) have balanced
distributions across agreement levels, suggesting mixed
perceptions regarding encouragement of open
communication and effective communication of goals
and expectations.
 In response to statement S4c, it was found that 39% of
respondents agreed that their leaders assist them in
prioritizing tasks and meeting deadlines, while 32%
disagreed, and 29% remained neutral.
 Regarding statement S10c, a notable 48% majority
agreed with the notion that their leaders foster an
environment conducive to innovative thinking and the
cultivation of creative problem-solving skills.
 Interpretation:
(Ref- Table 6) The data indicate a positive perception
of the leader's role in fostering teamwork, addressing
challenges, and inspiring employees to perform at their best.
Employees also perceive support in delivering high-quality
work and motivation to continuously improve skills.
However, there are mixed perceptions regarding the
encouragement of open communication and effective
communication of goals and expectations.
 Interpretation:
(Ref- Table 7) about the framed hypothesis for the
research study.
 The Decision of Hypothesis-
The tabulated value of the t-test at a 95% confidence
level and 5% significance level i.e., 0.05 on a two-tailed test
is 1.96. The value of t statistics/calculated t-value for
transformational leadership->work environment is 776.644
which is greater than the tabulated value and supported by
the p-value which is 0.000 which is less than 0.05. Hence,
the null hypothesis is rejected- H0a- There is no significant
impact of transformational leadership on organizational
work environments. The alternate hypothesis is accepted-
H1a There is a significant impact of transformational
leadership on organizational work environments. The
value of t statistics/calculated t-value for transformational
leadership->job stress reduction is 565.644 which is greater
than the tabulated value and supported by the p-value which
is 0.000 which is less than 0.05. Hence, the null hypothesis
is rejected- H0b- There is no significant effect of
transformational leadership on reducing job stress. The
alternate hypothesis is accepted- H1b There is a significant
effect of transformational leadership on reducing job stress.
The value of t statistics/calculated t-value for
transformational leadership->employee performance is
4.984 which is greater than the tabulated value and
supported by the p-value which is 0.000 which is less than
0.05. Hence, the null hypothesis is rejected- H0c- There is no
significant role of transformational leadership in improving
employee performance. The alternate hypothesis is
accepted- H1c There is a significant role of transformational
leadership in improving employee performance.
80
Volume 9, Issue 7, July – 2024
ISSN No:-2456-2165
V. FINDINGS & CONCLUSIONS
(Ref- Table 5) (Ref- Table 6) (Ref- Table 7)
Transformational leadership practices seem to have a
positive impact on various aspects of employee perceptions,
including job satisfaction, communication, teamwork, and
recognition. However, there are mixed perceptions regarding
aspects such as the provision of constructive feedback,
clarity in aligning work with organizational objectives, and
the leader's ability to alleviate negative emotions and reduce
stress. These findings suggest areas where leaders can focus
to further enhance their transformational leadership
approach and improve employee satisfaction and
performance.
Employees acknowledge the positive impact of clear
communication and effort recognition on managing negative
emotions, but the effectiveness of transformational
leadership in fostering inspiration, reducing depression, and
promoting emotional stability appears less clear-cut. This
suggests a need for further investigation into specific
transformational leadership behaviors that demonstrably
improve employee well-being.
The results indicate that employees have positive
perceptions of their leader's role in fostering teamwork,
addressing challenges, and inspiring high performance. They
also feel supported in delivering high-quality work and
motivated to continuously improve their skills. However,
there are mixed perceptions regarding the leader's
encouragement of open communication and the effective
communication of goals and expectations. This suggests that
while transformational leadership positively influences
several key aspects of work-related attitudes, there is room
for improvement in communication practices to fully realize
its potential benefits.
 Key Findings-
 Positive Impact of Transformational Leadership:
The study found that transformational leadership has a
significant positive impact on employee performance.
Leaders who exhibit transformational qualities such as
inspiration, motivation, and intellectual stimulation were
associated with higher levels of employee performance.
 Employee Engagement and Commitment:
Transformational leaders were able to engage
employees effectively, leading to higher levels of
commitment to organizational goals and increased job
satisfaction. This engagement and commitment translated
into improved performance outcomes.
 Development of Skills and Abilities:
Transformational leadership was linked to the
development of employees' skills and abilities. Leaders who
focused on individualized consideration and empowerment
helped employees grow professionally, leading to enhanced
performance levels.
IJISRT24JUL025 www.ijisrt.com
International Journal of Innovative Science and Research Technology
https://doi.org/10.38124/ijisrt/IJISRT24JUL025
 Organizational Culture:
The study highlighted the role of transformational
leadership in shaping a positive organizational culture.
Leaders who fostered a culture of trust, collaboration, and
innovation contributed to higher employee performance
through a conducive work environment.
 Long-Term Impact:
The findings suggested that the effects of
transformational leadership on employee performance were
sustainable in the long term. By nurturing a culture of
continuous improvement and learning, transformational
leaders could drive ongoing enhancements in performance.
 Conclusion
In conclusion, research shows that transformational
leadership is a key driver of employee performance.
Organizations that develop leaders who inspire, motivate,
and empower their teams are likely to see improvements
across various performance metrics. The study highlights
the need for leadership development programs focused on
these transformational skills. It also emphasizes the
importance of an employee-centric approach, where leaders
consider individual needs and empower their people.
Finally, the research underscores the value of continuous
improvement in leadership practices and organizational
culture to adapt to changing needs and sustain employee
performance. By following these takeaways, organizations
can leverage transformational leadership to create an
environment that fosters employee growth, engagement, and
high performance. The study also provides literature on the
role of transformational leadership in enhancing employee
performance and underscores the significance of effective
leadership practices in driving organizational success. The
literature also provides robust evidence supporting the
positive impact of transformational leadership on employee
performance, job stress reduction, and organizational work
environments. By inspiring and motivating employees,
transformational leaders play a pivotal role in fostering a
productive and positive workplace. The mechanisms
through which transformational leadership operates, along
with moderating factors, offer valuable insights for
practitioners aiming to implement effective leadership
strategies. Further research is needed to explore the nuances
of these relationships and to identify best practices for
maximizing the benefits of transformational leadership in
diverse organizational settings.
REFERENCES
[1]. Avolio, B. J., Walumbwa, F. O., & Weber, T. J.
(2009). Leadership: Current theories, research, and
future directions. Annual Review of Psychology,
60(1), 421-449.
[2]. Bass, B. M., & Avolio, B. J. (1994). Improving
organizational effectiveness through
transformational leadership. Sage Publications.
[3]. Bass, B. M., & Riggio, R. E. (2006).
Transformational leadership (2nd ed.). Lawrence
Erlbaum Associates.
81
Volume 9, Issue 7, July – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24JUL025

[4]. Bono, J. E., & Judge, T. A. (2003). Self-concordance

at work: Toward understanding the motivational
effects of transformational leaders. Academy of
Management Journal, 46(5), 554-571.
[5]. Burns, J. M. (1978). Leadership. Harper & Row.
[6]. Eisenbeiss, S. A., van Knippenberg, D., & Boerner,
S. (2008). Transformational leadership and team
innovation: Integrating team climate principles.
Journal of Applied Psychology, 93(6), 1438-1446.
[7]. Judge, T. A., & Piccolo, R. F. (2004).
Transformational and transactional leadership: A
meta-analytic test of their relative validity. Journal of
Applied Psychology, 89(5), 755-768.
[8]. Nielsen, K., Randall, R., Yarker, J., & Brenner, S. O.
(2008). The effects of transformational leadership on
followers’ perceived work characteristics and
psychological well-being: A longitudinal study. Work
& Stress, 22(1), 16-32.
[9]. Podsakoff, P. M., MacKenzie, S. B., Moorman, R.
H., & Fetter, R. (1990). Transformational leader
behaviors and their effects on followers' trust in
leader, satisfaction, and organizational citizenship
behaviors. Leadership Quarterly, 1(2), 107-142.
[10]. Seltzer, J., & Bass, B. M. (1990). Transformational
leadership: Beyond initiation and consideration.
Journal of Management, 16(4), 693-703.
[11]. Yukl, G. (2013). Leadership in organizations (8th
ed.). Pearson.

IJISRT24JUL025 www.ijisrt.com 82