Connecting transformational leadership and emotional energy to job performance: the boundary role of meaningful work

Abstract

ABSTRACT Employing conservation of resources (CoR) theory, we tested the mediating effect of employees’ emotional energy in the connection between transformational leadership style (TFL) and subordinates’ job performance. Additionally, drawing on self-concept theory, the moderating effect of meaningful work in the association between emotional energy and job performance was tested. Data collection (N = 546) was conducted in 72 hotels in Bangladesh using convenience sampling. SmartPLS was used for data analysis. TFL was positively associated with emotional energy, and emotional energy was the underlying mechanism between TFL and job performance. Meaningful work was the significant moderator strengthening the association between emotional energy and job performance. By explaining the mediating and moderating role of emotional energy and meaningful work, the findings contribute to the literature on CoR theory, TFL, job performance, self-concept theory, and hospitality. Recruiting employees who are more emotionally energized and alive, along with leadership practices and generating meaningful work, is imperative.