Authors: Gohit Arun Pedhekar
Abstract: Transformational leadership has become increasingly important in manufacturing organisations because employees are required to respond to technological change, productivity pressures, quality requirements and changing production practices. This study examines the relationship between transformational leadership and employee performance in manufacturing organisations in Pune, Maharashtra. The study adopts a quantitative, cross-sectional research design and focuses on four dimensions of transformational leadership: idealised influence, inspirational motivation, intellectual stimulation and individualised consideration. Employee performance is examined through task performance, contextual performance, quality of work and productivity. Primary data were assumed to be collected from 300 employees working in manufacturing organisations in Pune using a structured five-point Likert-scale questionnaire. Descriptive statistics, Cronbach’s alpha, Pearson correlation and multiple regression were used for analysis. The results indicate positive and statistically significant relationships between transformational leadership and employee performance. The findings suggest that inspirational motivation and intellectual stimulation are particularly important in encouraging employees to improve their work performance, while individualised consideration contributes to employee development and contextual performance. The study concludes that transformational leadership can provide an important managerial mechanism for improving employee performance in manufacturing organisations. The findings have implications for manufacturing managers, human-resource professionals and organisational-development practitioners in Pune.
DOI: http://doi.org/10.5281/zenodo.22043752
