Employee voice behaviour: a pathway to effective transformational leadership and employee work engagement

Abstract

Evidence has shown that transformational leadership significantly influences work engagement among employees. However, the pathway through which such a relationship is associated has yet to be fully understood. This present study investigated the mediating role of employee voice behaviour in the relationship between transformational leadership and work engagement. A sample of bank employees (n = 540; age range 25-55 years; M = 42.60 years; SD = 5.88) were selected through purposive sampling technique from commercial banks in South-East Nigeria. Findings showed that transformational leadership was positively associated with work engagement (vigour, dedication and absorption). Employee voice behaviour was also positively associated with work engagement (vigour, dedication and absorption). In addition, employee voice behaviour mediated the relationship between transformational leadership and work engagement. The researchers concluded that the findings underscore the pivotal role of organisational leaders in fostering a workplace culture where employee voice is not just encouraged but also valued. This practice not only enhances transformational leadership but also significantly boosts employee engagement, leading to overall organisational success. By implementing the insights from this study, leaders can take charge in creating more dynamic, innovative, and productive work environments.