Commitment is the key: A moderated mediation model linking leaders’ resources, work engagement, and transformational leadership behavior

Abstract

The present study aims at gaining insights into the underlying mechanisms leading from leaders’ resources to their transformational behavior. Based on the Job Demands-Resources theory, we hypothesized that leaders’ personal (self-efficacy) and job (role clarity) resources eventually enhance their performance, more specifically their transformational leadership, through fostering work engagement. Further, we proposed that the link between work engagement and transformational behavior is moderated by leaders’ affective commitment, drawing on Social Identity Theory. Data were collected from N = 216 German leaders in 2020 via an online survey. Hypotheses were tested by applying a moderated mediation model linking resources, engagement, commitment, and leadership behavior. The problem of potential endogeneity was further addressed. As predicted, both self-efficacy and role clarity enhanced leaders’ transformational behavior, mediated through work engagement. The relationship between leaders’ work engagement and performance was stronger when they felt a strong belonging and emotional attachment to their organization, that is, high affective commitment.