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The Influence of Leadership on Employees’ Work Engagement, Organizational Identification, and Job Autonomy

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Issue Abstract

Abstract

Transformational specialist is a style of activity that actuates exchange in the assessments and feelings of disciples. The acts of transformational pioneers bring about more prominent quickened amounts of enthusiast duty and commitment. Work commitment insinuates followers' feelings with perceive to their canvases as far as what their work means to them and to what degree they need to uncover total cognizance. The present watch assesses the impact of transformational specialist on work commitment by means of focusing on the center character parts of business independence and definitive unmistakable proof. The examination certainties was amassed using studies from 252 individuals working in cutting edge tutoring. The certainties wound up tried using basic differentiation illustrating. The results supported analyze speculations, showing that transformational the board decidedly influenced artistic creations commitment, and occupation self-administration and definitive separating evidence totally interceded the association between transformational activities also, work commitment. The revelations from this investigation predominantly spotlight the essential effect of business self-administration and legitimate distinctive confirmation on work commitment inside the association of activity. 

Author Information
M. Arivukodi,Assistant Professor, Department of Management Studies, School of Management,S. Indhumathy Assistant Professor, Department of Management Studies, School of Management, Mohamed Sathak College of Arts and Science, Sholinganallur, Chennai
Issue No
7
Volume No
6
Issue Publish Date
07 Jul 2026
Issue Pages
49-53

Issue References

References

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  2. Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multilevel framework for examining the diffusion of transformational leadership. The Leadership Quarterly, 6,199-218. http://dx.doi.org/10.1016/1048-9843(95)90035-7

  3. Bakker, A. B., & Demerouti, E. (2007). The job demands–resources model: State of the art. Journal of Managerial Psychology, 22, 309-328. http://dx.doi.org/10.1108/02683940710733115

  4. Bakker, A. B., & Leiter, M. P. (Eds.). (2010). Work engagement: A handbook of essential theory and research.New York: Psychology Press.

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