Abstract:
The purpose of this research is to investigate the mediating role of work engagement and
employee resilience in the relationship between transformational leadership and employee
job performance. To achieve this objective, a quantitative research approach was
employed. Data was collected from 238 respondents working in the Software industry in
Lahore using a structured questionnaire. The questionnaire included measures of
transformational leadership, work engagement, employee resilience, and employee job
performance. The data collected was then analyzed by using PROCESS Hayes macro
model 6 to examine the hypothesized relationships. The findings suggest that
transformational leadership had a significant positive impact on employee job
performance, transformational leadership also had a significant positive impact on work
engagement, and work engagement was seen to have a significant positive impact on
employee resilience, whereas employee resilience was seen to have a significant positive
impact on employee job performance. Finally, for serial mediation, it was seen that
transformational leadership has a positive relation with Employee Performance when
serially mediated by work engagement and employee resilience. The implications of this
research are twofold. First, the study will contribute to the existing literature by providing
empirical evidence on the mediating mechanisms underlying the relationship between
transformational leadership and employee job performance. This will enhance our
understanding of how leaders can effectively engage and motivate employees to enhance
their performance. Second, the findings will have practical implications for organizations,
as they can use this knowledge to develop interventions and strategies that foster work
engagement and resilience among employees, ultimately leading to improved job
performance and organizational effectiveness
