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Abstract
This study aims to investigate the impact of managers’ transformational leadership on employees’ quality of work life through the mediation effect of firms’ climate of trust in the hospitality industry. The study was conducted with operational employees working in three-star hotels in Bangladesh. Data were gathered from 186 respondents by a structured questionnaire and analyzed by SPSS 21 and SmartPLS 3.0 software. To test the hypothesized model, the study used a partial least squares structural equation model (PLS-SEM) by SmartPLS 3.0. The results of this study revealed the strong direct effects (p < .05) of managers’ transformational leadership (β = 0.433) and firm’s trust climate (β = 0.183) on the employees’ quality of work life with a variance (R2) of 31.9%, and also the significant impact of managers’ transformational leadership (β = 0.599) on firm’s trust climate with a variance (R2) of 35.9%. The study also exposed a significant mediation effect (p < .05) of firms’ climate of trust (β = 0.112) in the relationship between managers’ transformational leadership and employees’ quality of work life. The findings suggest that a trust climate is such an internal mechanism that can convert transformational leadership practices into employee satisfaction with their professional life, while transformational managers can build the climate as well as enrich people’s lives at work.
Highlights
Healthy life at work and satisfaction with the work life of employees have been recognized as important aspects of the firms’ success (Adisa & Gbadamosi, 2019; Dechawatanapaisal, 2017; Sari et al, 2019)
The results suggested that both transformational leadership and climate of trust have significant direct effects on the quality of work life
The findings suggest that people’s diation effect of climate of trust was partial in the work life quality is dependent on organirelationship between transformational leadership zational success, but it depends on a hospitality and quality of work life
Summary
Healthy life at work and satisfaction with the work life of employees have been recognized as important aspects of the firms’ success (Adisa & Gbadamosi, 2019; Dechawatanapaisal, 2017; Sari et al, 2019). Researchers accentuated transformational leadership behavior as a mechanism of management in understanding employee satisfaction in their work life quality (Akar & Ustuner, 2019; Gillet et al, 2013; Kara et al, 2018). Transformational leadership behaviors are QWL program was intended to improve the work found associated with IT professionals’ work environment, while employer-employee relations life, job satisfaction, and retention intension (Eom and product quality were emphasized for attain- et al, 2019). (2001) defined the concept QWL as “employee satisfaction with a variety of needs through re- Past studies have investigated the impact of transsources, activities, and outcomes stemming from formational leadership on the firm as well as emparticipation in the workplace” This definition ployee outcomes through different intervening emphasizes the quality of an individual’s overall factors to explore the internal mechanisms of this (work and non-work) life. In terms relationship between transformational lead- of education, most respondents had graduation ership and the quality of work life
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