“Examining the Mediating Role of Recognition and Appreciation in the Relationship between Transformational Leadership and Internal Customer Satisfaction”

This study examined the relationships among transformational leadership (TFL), Quality of work life – recognition and appreciation and internal customer satisfaction (ICS) based on evidence from academic staff in Zambian universities. Adopting a positivist deductive approach and a survey design, data was collected from 404 lecturers (67.5% response rate) using a structured questionnaire. Employing a variance-based partial least squares structural equation modelling (PLS-SEM), results demonstrate strong construct validity (composite reliability = 0.927–0.941; AVE > 0.5), discriminant validity (HTMT < 0.90), and excellent model fit (SRMR = 0.039). The findings reveal that TFL significantly enhanced recognition and appreciation (β = 0.483, p < 0.001), which in turn strongly predicted ICS (β = 0.482, p < 0.001). While TFL also had a direct, albeit smaller, effect on ICS (β = 0.148, p = 0.001), recognition mediates 61% of this relationship (VAF = 61%). The model explains 33.1% of ICS variance (R² = 0.331), with predictive relevance confirmed (Q² > 0). The study suggested and empirically validated QWL as a critical mediator between TFL and ICS. Methodologically, it demonstrates the robustness of PLS-SEM in analysing complex mediational models with high predictive accuracy. Practical implications highlight the need for leadership training programs that emphasise employee recognition to enhance workplace satisfaction. Organisations should institutionalise appreciation mechanisms, such as peer recognition systems, to amplify the impact of leadership behaviours.