Impact of transformational leadership on work engagement

Abstract

The modern knowledge-based economy, technological improvements, market demands, and dynamic workplace culture present significant challenges to higher academic institutions. With this issue, universities must strive to become centres of excellence for their faculty and non-faculty staff, who play a vital role in the institution''s growth. If transformational leaders want their staff to be more effective and results-oriented, one of the most important roles they can perform is helping subordinates build a sense of engagement and devotion to the enterprise. Considering this, this study aims to explore the effects of transformational leadership on faculty members'' job engagement through knowledge sharing and psychological empowerment at a public university in Bangladesh. Using a simple random sampling method, data from 101 full-time academics were gathered and then analyzed using SPSS and Hayes PROCESS Macro. The findings revealed that transformational leadership practices, directly and indirectly, influence faculty engagement. Knowledge sharing acted as a mediator in the relationship between transformative leadership and faculty work engagement, providing new insight into Bangladesh''s higher education system.