Transformational Leadership and Work Alienation: Evidence from School Leaders

Abstract

This study builds on and contributes to work in developing effective leadership in times of crisis. Although studies in leadership have examined organizational leadership during crises, few have explored how transformational leadership is effective for organizational changes and crisis-management. To address this issue, we propose two relational resources, namely employee trust and relational coordination, as mediators between transformational leadership and positive outcomes during a crisis. Using data from a unique sample of 634 leaders from Irish primary schools as they navigated through the COVID-19 crisis, this study analyses school principals’ leadership on organizational performance and their work alienation via the relational resources. Structural equation modelling is employed to test hypotheses developed in this study. Mixed findings emerged concerning the mediating process of relational resources for the impact of transformational leadership on organizational performance and leaders’ work-alienation. Implications are discussed.