Influence of transformational leadership on proactive work behavior: the mediating role of psychological empowerment

Abstract

The basic purpose of the study is to examine the relationship between transformational
leadership and proactive work behavior through the mediating role of psychological
empowerment. The paper also attempt to provide logical and thorough understanding
regarding how transformational leadership boost up the state of psychological empowerment
and how in turns psychological empowerment influence the proactive behavior of employees. Based on theoretical and empirically supported arguments and theories, this hypothesized
study builds upon 16 hypothesis including main hypothesis, sub-hypothesis and mediation
hypothesis. To test these hypotheses, data were collected from 278 followers working in the
service sector of Lahore, Pakistan through the disproportionate quota sampling. Findings of
the study supported the proposed hypothesis which can be used by the organizational leaders
to enhance proactivity among their followers. This study will help in realizing Pakistani
organizational leaders that the power distance approach or authoritarian approach they are
following is not suitable for producing proactive employees, they need to give them a feel
that they are empowered and empowerment is not something which a leader should
announce, in fact they need to transform their followers in such a way that they
psychologically consider themselves as empowered. The study also add value by using selfconcept
based theory of leadership and social exchange theory to support the relationship
between transformational leadership and employees’ proactive behavior thus provided a
motivational mechanism of psychological empowerment that link up their relationship.