The impact of transformational and transactional leadership on employee engagement in the context of the COVID 19 pandemic

Wyss, Marc Philipp; Müller, Frithjof; Stadler, Michael

Publication type:	Conference other
Type of review:	No review
Title:	The impact of transformational and transactional leadership on employee engagement in the context of the COVID 19 pandemic
Authors:	Wyss, Marc Philipp Müller, Frithjof Stadler, Michael
et. al:	No
Proceedings:	21st EAWOP Congress : Book of Abstracts
Page(s):	993
Pages to:	994
Conference details:	21st European Association of Work and Organizational Psychology (EAWOP) Congress, Katowice, Poland, 24-27 May 2023
Issue Date:	2023
Language:	English
Subjects:	Leadership; Employee engagement; COVID-19
Subject (DDC):	658.4: Executive Management
Abstract:	Research goals: The primary aim of this study is to investigate whether and what relationships exist between transformational and transactional leadership styles and employee engagement in the context of the COVID 19 pandemic. Theoretical background: The outbreak of COVID-19 confronted many companies with new challenges (Aditama & Riyanto 2020). Managers play a central role in reducing the discomfort of employees in this exceptional situation and ensuring that the employee engagement of the workforce is maintained (Aditama & Riyanto 2020). In general, leadership can be considered a substantial driver of employee engagement (Bedarkar & Pandita, 2014). Both transformational and transactional leadership can be used to influence employee engagement (Breevaart et al., 2014). Transformational leadership, as opposed to the transactional method, motivates employees to not only meet but exceed the expectations of the respective leader (Bass, 1996, p. 2). Although elements of both styles may trigger additional effort from employees, transformational leadership produces better results in terms of effectiveness (Bass, 1990). Nevertheless, transformational leadership is not a substitute for transactional leadership, but a complement to that style (Bass, 1999). Due to the pandemic and its impact on the world of work, it is now necessary to review how leadership styles influenced employee engagement. Measures that have been taken in organizations to contain the virus, such as social distancing regulations, influenced the relationship between superiors and subordinates and led accordingly, to certain changes in leadership (Chen & Sriphon, 2021). In the past, the linkage between the two research areas of leadership and employee engagement has been pointed out and studied in different countries (cf. e.g., Li, Sun, Taris, Xing & Peeters, 2020). The specific use of transactional and transformational leadership has also been considered in combination with employee engagement (see, e.g., Breevaart et al., 2014). However, under the current external circumstance, specifically the global pandemic, little[HVE(1] has been conducted in this regard. Initial research has been completed in which either the area of leadership or employee engagement has been analyzed in the context of COVID-19. For example, it was found that in this exceptional situation, it is significant for employees to report to a leader who has a clear vision of the future for the team (Tiwari & Singh, 2021). In this regard, the presence of an inspiring vision resonates with transformational leadership (Bass, 1999). However, because the consequences of the virus were not felt in many parts of the world until the spring of 2020, there are generally few publications in which there is an exploration of leadership or employee engagement. There has been no[HVE(2] consideration of transformational and transactional leadership, employee engagement, or COVID-19. Consequently, it is unknown whether the insights generated in this regard are also valid under the current pandemic conditions. Furthermore, the consequences triggered by the virus, such as short-time work, have not yet been included in the research. Methodology: An online survey with 280 participants was conducted applying the validated German version of the Multiple Leadership Questionnaire (Felfe, 2006) for assessing transactional and transformational leadership and employee engagement was measured by the survey of Rich et al. (2010). Results: The study found that transformational leadership style has a positive relationship with employee engagement. Also, each of the four associated sub-elements (Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration) has positive relationships with Employee Engagement. In the case of transactional leadership, a positive (Contingent Reward), a non-significant (Management by Exception: active) and a negative (Management by Exception: passive) relationship to employee engagement was found for the three components. Overall, transformational leadership is used more frequently than the transactional approach. Limitations: As the current study focused on the two theoretically and practically established leadership constructs no statements with respect to other up to date leadership approaches can be made. Conclusions: Through the findings of this work, the previous research results can also be largely confirmed in the context of the COVID-19 pandemic. Consequently, even under the current circumstances, it is recommended that transformational leadership style is primarily used and transactional leadership style should be used as a supplement in order to be able to generate an optimal basis for high employee engagement. Relevance: In the context of the changing world of work – there is more remote work than ever before - it is important to learn more about how organizations are able to effectively manage these situations by applying efficient leadership styles.
URI:	http://www.eawop.org/ckeditor_assets/attachments/1950/book-of-abstracts.pdf https://digitalcollection.zhaw.ch/handle/11475/29252
Fulltext version:	Published version
License (according to publishing contract):	Licence according to publishing contract
Departement:	School of Management and Law
Organisational Unit:	Institute for Organizational Viability (IOV)
Appears in collections:	Publikationen School of Management and Law

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Wyss, M. P., Müller, F., & Stadler, M. (2023). The impact of transformational and transactional leadership on employee engagement in the context of the COVID 19 pandemic [Conference presentation]. 21st EAWOP Congress : Book of Abstracts, 993–994. http://www.eawop.org/ckeditor_assets/attachments/1950/book-of-abstracts.pdf

Wyss, M.P., Müller, F. and Stadler, M. (2023) ‘The impact of transformational and transactional leadership on employee engagement in the context of the COVID 19 pandemic’, in 21st EAWOP Congress : Book of Abstracts, pp. 993–994. Available at: http://www.eawop.org/ckeditor_assets/attachments/1950/book-of-abstracts.pdf.

M. P. Wyss, F. Müller, and M. Stadler, “The impact of transformational and transactional leadership on employee engagement in the context of the COVID 19 pandemic,” in 21st EAWOP Congress : Book of Abstracts, 2023, pp. 993–994. [Online]. Available: http://www.eawop.org/ckeditor_assets/attachments/1950/book-of-abstracts.pdf

WYSS, Marc Philipp, Frithjof MÜLLER und Michael STADLER, 2023. The impact of transformational and transactional leadership on employee engagement in the context of the COVID 19 pandemic. In: 21st EAWOP Congress : Book of Abstracts [online]. Conference presentation. 2023. S. 993–994. Verfügbar unter: http://www.eawop.org/ckeditor_assets/attachments/1950/book-of-abstracts.pdf

Wyss, Marc Philipp, Frithjof Müller, and Michael Stadler. 2023. “The Impact of Transformational and Transactional Leadership on Employee Engagement in the Context of the COVID 19 Pandemic.” Conference presentation. In 21st EAWOP Congress : Book of Abstracts, 993–94. http://www.eawop.org/ckeditor_assets/attachments/1950/book-of-abstracts.pdf.

Wyss, Marc Philipp, et al. “The Impact of Transformational and Transactional Leadership on Employee Engagement in the Context of the COVID 19 Pandemic.” 21st EAWOP Congress : Book of Abstracts, 2023, pp. 993–94, http://www.eawop.org/ckeditor_assets/attachments/1950/book-of-abstracts.pdf.