Transformational Leadership and Work Performance With The Mediating Role of Job Burnout

This research investigated the impact of transformational leadership on the work performance and burnout level of employees in the telecommunications sector. Information was gathered using self-administered questionnaires and validation questions from 195 participants. In hypothesis testing, we evaluated the direct and mediating impacts of transformational leadership, work performance, and burnout using Hayes’ Process Model 4. According to the findings, there is a positive correlation between transformational leadership and work performance. Conversely, there is an inverse relationship between burnout and work performance. In addition, it was found that job burnout does mediate the relationship between transformational leadership and work performance. These findings are relevant to organizations that aim to improve employee productivity and manage burnout effectively. The study suggests that organizations should implement training programs focused on developing transformational leadership and managing employee wellness. In summary, organizational heads need to know their subordinates better and practice transformational leadership because such an approach actively propels employees towards accomplishing significant performance benchmarks. With proper guidance, employees are able to be trained to autonomously perform their tasks owing to the empowered competency based decision making framework cultivated by this approach.