Transformational leadership and quality of work life: A mediation model of trust climate

  • Received September 18, 2021;
    Accepted October 20, 2021;
    Published November 3, 2021
  • Author(s)
    Kaniz Marium Akter
    ORCID Researcher ID , Swee Mei Tang ,
    Zurina Adnan
    ORCID
  • DOI
    http://dx.doi.org/10.21511/ppm.19(4).2021.14
  • Article Info
    Volume 19 2021, Issue #4, pp. 161-174
  • TO CITE АНОТАЦІЯ
  • Cited by
    3 articles
  • 991 Views
  • 426 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

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.

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    • Figure 1. Research model
    • Figure 2. Measurement model
    • Figure 3. Bootstrapping results
    • Table 1. Mean, standard deviation, and correlation coefficients
    • Table 2. Reliability and convergent validity
    • Table 3. Discriminant validity
    • Table 4. Hypothesis testing
    • Table 5. Mediation effect testing
    • Table A1. Convergent validity and discriminant validity: Outer loadings and cross-loadings
    • Conceptualization
      Kaniz Marium Akter, Swee Mei Tang, Zurina Adnan
    • Data curation
      Kaniz Marium Akter
    • Formal Analysis
      Kaniz Marium Akter
    • Funding acquisition
      Kaniz Marium Akter
    • Investigation
      Kaniz Marium Akter
    • Methodology
      Kaniz Marium Akter, Swee Mei Tang, Zurina Adnan
    • Project administration
      Kaniz Marium Akter
    • Resources
      Kaniz Marium Akter
    • Software
      Kaniz Marium Akter
    • Supervision
      Kaniz Marium Akter, Swee Mei Tang, Zurina Adnan
    • Validation
      Kaniz Marium Akter, Swee Mei Tang, Zurina Adnan
    • Visualization
      Kaniz Marium Akter
    • Writing – original draft
      Kaniz Marium Akter
    • Writing – review & editing
      Kaniz Marium Akter, Swee Mei Tang, Zurina Adnan
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