Role of transformational leadership in implementation of Education 4.0: a parallel mediation model in context of higher educational institutions (HEIs)

Purpose Transformational leadership has attained immense attraction in contemporary research for its positive contribution in implementation of Education 4.0. Drawing on social bond theory and employee stewardship theory, this study aims to examine the mediating roles of employee engagement and organisational citizenship behaviour between transformational leadership and Education 4.0 in higher educational institutions. Design/methodology/approach Data was collected through survey questionnaire by using three-wave time lagged study design from regular faculty members of Indian higher educational institutions. Hayes Process Macro was used for testing the parallel mediation model. Findings Transformational leadership has a positive and significant impact on Education 4.0. The results of this study indicate that employee engagement and organisational citizenship behaviour partially mediate the relationship between transformational leadership and Education 4.0. Furthermore, the analysis explains that employee engagement and organisational citizenship behaviour leveraged under transformational leadership act as parallel mediators, and there is no statistical difference between them. Originality/value To the best of the authors’ knowledge, this study is first in itself to consider more than one factor influencing the relationship between transformational leadership and Education 4.0, thus making ground for parallel mediation. This study addresses the urgent call by United Nations for achieving Sustainable Development Goals (SDGs) by ensuring quality education (SDG 4) and reducing inequality (SDG 10), thereby giving peaceful and strong intuitions (SDG 16).