Perceived organisational reputation and work engagement among Nigerian bank employees: The mediating role of transformational leadership style

Abstract

This study aimed to examine the relationship between employee perceptions of their organisational reputation and employee work engagement, and the role of transformational leadership style in that relationship. The study sample comprised 183 employees of Nigerian banks (female = 52.5%; managers = 9.8%; mean age = 41.85 years, SD = 6.47years). The employees completed validated measures of perceived organisational reputation, work engagement, and transformational leadership style. Regression analysis results showed that perceived organisational reputation significantly predicted high work engagement among Nigerian bank employees. Similarly, transformational leadership style significantly predicted high work engagement among Nigerian bank employees. Moreover, transformational leadership style fully mediated the relationship between perceived organisational reputation and work engagement among Nigerian bank employees so that work engagement was higher. These findings imply that transformational leadership creates a pathway for employees who perceived their organisation as reputable to become more engaged in their work.