The Relationship Between Transformational Leadership and Engagement: Self‐Efficacy as a Mediator

Abstract

The present study investigated whether followers’ self‐efficacy mediates the relationship between a transformational leadership style and followers’ engagement. A total of 307 Czech employees evaluated the transformational leadership of their superior and their own work‐related self‐efficacy and work engagement. Of the four compared structural equation models, the model in which self‐efficacy partially mediates the relationship between transformational leadership and engagement fitted best. The relationship between transformational leadership and self‐efficacy showed to be weak, whereas the relationship between self‐efficacy and engagement appeared to be moderately strong. A mediation analysis reported weak indirect effect of transformational leadership on engagement through self‐efficacy. However, direct effect of transformational leadership on engagement was strong. Self‐efficacy explained only a small portion of the relationship between transformational leadership and engagement. Current research findings expand theories explaining changes in engagement and the mechanism of how transformational leadership influences leadership outcomes.