Self-efficacy as a Catalyst: The Link between Transformational Leadership and Job Performance

Several studies have examined the link between transformative leadership and professional success, but the role of self-efficacy in moderating this relationship has not been fully explored. This study aimed to examine the influence of self-efficacy on the association between transformational leadership and job performance using a sample of employees from various organisations. The data was analysed using SMART PLS4. The results illustrate that self-efficacy significantly moderates the relationship between transformational leadership and job performance. Specifically, individuals with higher levels of self-efficacy have more robust and favourable correlation between transformational leadership and job performance compared to those with lower levels. This study highlights the importance of self-efficacy in enhancing the impact of transformational leadership on job performance and provides valuable insights for organisations to improve their leadership practices and employee outcomes.