Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change

Abstract

Linking social bond theory and psychological contract theory, this study examined the influence of transformational leadership on employee championing behavior and tested the mediating role of trust in leadership between transformational leadership and championing behavior in the context of organizational change. This study collected data through a questionnaire survey from 300 full-time employees who were working in Bangladesh’s banking sector. The structural equation modelling technique was used to test the proposed hypothesizes. The results of this study reveal that transformation leadership significantly influences employee trust in leadership and championing behavior during organizational change. Also, this study uncovers the mediating effect of trust in leadership in the relationship between transformational leadership and employee championing behavior during organizational change.