Khan 

et al. Futur Bus J 2020, 6(1):40

https://doi.org/10.1186/s43093-020-00043-8 Future Business Journal

RESEARCH Open Access

Impact of transformational leadership

on work performance, burnout and social
loafing: a mediation model
Hira Khan1, Maryam Rehmat2,3*  , Tahira Hassan Butt3, Saira Farooqi2,3 and Javaria Asim2,3

Abstract 
The aim of this research was to study the effect of transformational leadership on employees’ work outcomes which
include their work performances and working burnout, and their working behavior such as social loafing at work-
place. Also, it studies the impact of intrinsic motivation as a mediator between transformational leadership and other
stated variables. A cross-sectional survey was conducted to collect data from 308 employees working in the telecom-
munication sector. To test the hypotheses, Model 4 of Process Hayes was used to test direct and mediating effects
among transformational leadership and employees’ work outcomes and working behavior. The results showed that
transformational leadership has a significant positive relationship with mediator intrinsic motivation. The results also
concluded that work performance has positive significant relationship with transformational leadership. However,
there is indirect and insignificant relationship of transformational leadership with working burnout and social loaf-
ing. Therefore, it can be stated that organizational leaders must have transformational attributes by getting informed
of their employees well because transformational leader can inspire employees to achieve anticipated or significant
outcomes. It gives employees self-confidence over specific jobs, as well as the power to make decisions once they
have been trained.
Keywords:  Transformational leadership, Intrinsic motivation, Work performance, Working burnout, Social loafing

Introduction Psychology,” Avolio et al. [8] stressed the need to estab-

During the last two decades, transformational leadership lish mechanisms that connect leadership to vital organi-
has gained most conspicuous place in philosophy of lead- zational and individual outcomes. They further stressed
ership [81]. Therefore, it is not surprising that the current the need to investigate the role of mediators, so as to clar-
evolution in leadership theory and practice has attracted ify the noteworthiness of leadership for organizations.
the interest of both practitioners and researchers and Chan and Mak [20] in their research contended that “a
they exhibited great deal of interest toward exploring variety of different influence processes may be involved
its ascendancy for organization and individuals as well in transformational leadership yet there is still room for
[72, 87]. Particularly, the studies conducted during the research to further examine the process of the relation-
previous decades recommends that transformational ship between transformational leadership and follower
leadership is considerably related to followers’ behav- attitudes and behaviors.” Transformational leadership
iors and performance [20, 65]. In a review on progress in defined as leadership approach in which a leader trans-
the domain of leadership printed in “Annual Review of forms his followers, inspires them, builds trust, encour-
ages them, admires their innovative ideas, and develops
them [12], is presently the most extensively acknowl-
*Correspondence: maryamrehmat@gmail.com
2
Department of Business Administration, Kinnaird College for Women,
edged definition in the leadership literature.
Lahore, Pakistan Transformational leadership can be implicated to man-
Full list of author information is available at the end of the article agerial context. Transformational leadership which is the

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Khan et al. Futur Bus J 2020, 6(1):40 Page 2 of 13

leader’s competency to get performance of employees burnout which may be decreased through this particular
beyond expectations, can be more helpful and beneficial style of leadership. Prevalence of stress is highly prob-
in enhancing one’s ability to intrinsically motivate them. able in any organizational sector [73]. Transformational
It can improve psychological empowerment as well [85]. leadership is most influencing factor which enhances the
Transformational leadership has four components which employee’s ability to deal with all kind of circumstances
are: (i) idealized influence, (ii) inspirational motivation as such leader provide supportive circumstances to
to enhance confidence, (iii) intellectual stimulation, and employees so that they can maintain the optimum level
(iv) individualized consideration [13]. Idealized influ- of mental health through inspirational motivation and
ence is shown when a leader efficiently makes provision also enhances their confidence level [28, 93].
of accurate sense of mission and appropriately visualizes “Social loafing is the inclination of putting less effort
it. Inspirational motivation can be defined as leadership while working in a team than working alone” [5]. Trans-
attitude which deals with emotional traits of employ- formational leader, while working in a group, follows a
ees, builds confidence in employees about their perfor- strategy in which he can allocate various assignments and
mances, appropriately communicates and provides actual tasks according to the competencies of employee and he
feedback [68]. Individual consideration refers to the sup- must evaluate performances of each individual. Social
port of leader for each follower. It may include training loafing is a psychological aspect of an individual which
and coaching, allocating tasks according to the compe- may differ from situation to situation and individual to
tence of each individual and supervision of performances individual [55]. Leadership literature has established that
[92]. Intellectual stimulation describes the effort of leader individualized consideration by the leader may deflate
to motivate and encourage his employees to be more the degree of social loafing [45].
adaptive and follow new technical approaches accord- Building on the previous literature, this research incor-
ing to the varied situation. It may be advantageous to porated employee intrinsic motivation as a factor that
overcome the cues and hindrances which occur at multi explains the linkage of transformational leadership with
stages [14]. Transformational leaders can anticipate that employee work performance, burnout and social loaf-
employees will need transformational leadership when ing. Intrinsic motivation which is “the implementation
the work is more stressful and when the work is more of an action for the inherent satisfaction rather than for
meaningful [84]. external reasons” [63]. Undeniably, the motivation of cur-
Extant research on the transformational leadership rent workforce is not much reliant on extrinsic rewards.
tried to explore its “black box” and presented empirical Rather material rewards may decline job performance
confirmation of its direct fruitful consequences for fol- in complex jobs with diverse responsibilities [30]. Fur-
lowers’ outcomes including work performance [16, 44, ther, in order to perform their duties effectively in today’s
52, 90], burnout [40, 82], and social loafing [5]. Neverthe- dynamic work environment, the employees need to have
less, there exists some room for further research, explain- an elastic and highly flexible work arrangement. For that
ing the specific mechanisms by which transformational reason and for instilling good motivation among workers,
leadership influence such individuals’ behavior and psy- organizations not only offer extrinsic rewards to them
chological state particularly at organizational level [16]. but also plan to enhance their intrinsic motivation [63].
Hence, this study aims at providing new comprehension Transformational leadership is the leadership approach
of how and why and under what circumstances transfor- which contributes to present a clear and justified organi-
mational leadership influences work performance, burn- zational vision and mission by motivating workers to
out and social loafing of employees, in Pakistani context. work toward idea through developing association with
Transformational leadership tends to maximize the employees, consider employees’ requirements and assist-
level of professional performance of work In addition to ing them to exert their potential positively, participates
provided literature on association of transformational to positive outcomes for an organization [31]. Employees
leadership and work performance; researchers indicate whose work competencies are encouraged by the leader
that organizations of diverse structures highly depend are more likely to have higher intrinsic motivation and
upon the performance of its workers. Past studies have resultantly perform better at work. They become more
empirically established the positive association between focused and try to accomplish organizational goals by
work performance and transformational leadership [9]. taking their own interests. There also exists indirect
Transformational leaders inspire their followers to have association between employees’ burnout and transfor-
shared vision of targeted goals and standards of per- mational leadership through mediating effect of intrinsic
formance defined by the organization and also facili- motivation [28]. Transformational leaders focus more on
tate them achieve it [4]. Another factor which is highly individual requirements and they build strong association
influenced by transformational leadership is employee’s with their employees who are supposed to perform with
Khan et al. Futur Bus J 2020, 6(1):40 Page 3 of 13

higher objectives, which enhances employees’ intrin- by Koh et al. [51] identified that intrinsic motivation is
sic motivation. Such motivation keeps them away from highly influenced by the transformational leadership, as
burning out [6]. We further argued that intrinsic motiva- the transformational leader guides and supports effec-
tion mediates the relationship between transformational tively, self-motivation to be an effective and beneficial
leadership and social loafing. Previous studies indicate part of an organization increases as well.
that role of intrinsic motivation discourages social loaf- Transformational leadership comprises four inter-
ing as it does not happen circumstantially only, but it also connected behavioral dimensions including “idealized
happens whenever an employee is low in intrinsic moti- influence, inspirational motivation, intellectual stimula-
vation [5]. tion, and individualized consideration” [11]. All behav-
This research makes provision of significant contri- ioral dimensions can influence employees’ intrinsic
bution in the literature of organizational behavior by motivation. First, transformational leaders utilize ideal-
enriching our understanding of the conditions under ized influence and offer inspirational motivation through
which transformational leadership influences employee communicating an alluring collective vision [91]. This
performance, burnout and social loafing. The findings of collective vision provides a meaningful idea of team’s
our research allow organizations and its management to tasks by a leader which increase the intrinsic motiva-
comprehend how efficiently and effectively they can fol- tion of employees [75]. Transformational leadership can
low a policy or some kind of advanced strategy in order develop positive outcomes such as optimism and high
to intrinsically motivate their employees so that they can self-interests in all members of team which ultimately
increase the level of work performance and deflate burn- increase the pleasure and job satisfaction relevant to the
out and social loafing in employees. task [26]. Second, the intellectual stimulation of trans-
formational leaders boosts team members’ confidence to
Literature review develop more effective emotional and situational stabil-
Transformational leadership and intrinsic motivation ity and resolving their problems by their own selves [11].
Envisioning visions and motivating are two core jobs of They are also motivated to understand and encourage the
effective leadership [24]. According to traditional trans- basic knowledge and skills of other coworkers to share
formational leadership literature, transformational new ideologies. Third, transformational leaders differen-
leaders guide and encourage employee mindfulness by tiate individuals’ ideas and interests, promote their ideas
enunciating a vision that escalates employees’ conscious- to describe their uniqueness, and consider them through
ness and consideration for the significance of organi- individualized consideration [11]. When employees
zational values, goals, and performances [42]. Thusly, observe the behaviors of their leaders, all of them feel
fundamental to the theory on transformational leader- motivated and try to construct one another’s ideas and
ship is a strong accentuation on the part of a combined competencies to create innovative solutions of problems.
vision; that is, an idealized arrangement of objectives that Therefore, in this article, we expect that all dimensions
the organization seeks to accomplish one day [18]. Trans- of transformational leadership encourage employees to
formational leaders, through clear enunciation, have invest higher willingness and energy in their work and
their utmost influence on the followers’ sentiments by tasks which exhibit their higher intrinsic motivation.
cultivating a feeling of success and proficiency in them. Therefore, it can be hypothesized that:
Transformational leaders are much capable to improve
organizational outcomes according to the market H1  Transformational leadership relates positively to
requirements by developing human resources and cre- intrinsic motivation.
ating justified modifications [34]. The reason to acquire
specific knowledge is associated with the degree that
what is the level of intrinsic motivation of a person and Transformational leadership, intrinsic motivation and work
how he is keen to get knowledge by developing particu- performance
lar competencies and meaningful learning [78]. Transfor- Intrinsic motivation is highly associated with the work
mational leadership has power to enhance the ability of performance. Intrinsic motivation may be defined as “the
psychological empowerment which is referred as intrin- doing of an activity for its inherent satisfactions rather
sic motivation [85]. According to [74], the idea of motiva- than for some separable consequence but it is rare for
tion is known as “the set of reasons why people behave employees to experience intrinsic motivation in all of
in the ways they do”, for example, intrinsic motivation is their tasks” [76]. Intrinsic motivation is generated for
“the motivational state in which the employees are driven self-developing attributes that refers to make an indi-
by their interests in the work rather than a contract-for- vidual ready to be the part of learning procedure with-
rewards approach to completing a task” [24]. A study out having interests of extrinsic rewards [83]. Intrinsic
Khan et al. Futur Bus J 2020, 6(1):40 Page 4 of 13

motivation is basically the degree of an individual’s inter- and organizational growth [36]. In fact, it is justified to
est in a task completion and how he engages himself in examine how leaders motivate their employees and this
work [3]. It describes the psychological development pro- motivation enhances their performance [12]. In line with
cess with an employee’s performance [85]. the previous literature [22, 23], we expect that transfor-
According to recent operational settings, enhancing the mational leadership enhances individuals’ intrinsic moti-
employees’ motivation has become one of most impact- vation which in turn will significantly predict employee
ful human resources strategy. Most of the organizations job performance. Intrinsic motivation is known as self-
are tending to build up, sustain and grow their HR strate- directed type of motivation and represents the highest
gies, just to motivate their employees so that short-term commitment and stability with the self [25]. A variety
and long-term goals and objectives can be achieved. In of researches indicate that higher intrinsic motivation
recent researches, there are numerous variables which result in better performance [89] as intrinsic motivation
can be influenced by employees’ intrinsic motivation inspires and encourages employees to work more effi-
like performance, creativity, and relevant outcomes. For ciently. Therefore, it can be hypothesized:
example, it has been stated that behavior of an individual
influences the work outcomes which are performance H3 Intrinsic motivation mediates the relation-
and quality as well [10]. It is strongly evidenced that ship between transformational leadership and work
motivation has a most important role between cognitive performance.
abilities and work performance. Gist [37] suggested that
short term goals can be achieved through self-interest
of an individual. Also, a research indicates that there is a Transformational leadership, intrinsic motivation
significant and direct relationship of intrinsic motivation and employee’s working burnout
and job performance [43]. Furthermore, an employee’s Intrinsically motivated employees persistently focus on
intrinsic motivation illustrates an important contribution their tasks and jobs because they find themselves more
in organizational progress and growth [39]. The work focused, attentive and exert their best efforts while being
performance indices are constructed for the degree of a part of an organization and in achieving the goals of
performance, not only for the individual level always; it their employing organization [76]. Burnout is a psycho-
also includes group and organizational performances [2]. logical and mental condition which happens in response
In most employment situations, where intrinsic motiva- to high stress level at job; it is a multi-dimensional con-
tion of an employee is supposed to be high, the employee cept which covers the following three aspects: emotional
usually tries to acquire continual employment,and he/ exhaustion, depersonalization, and decreased personal
she develops interpersonal associations with his sub- focus for accomplishment of goals [77]. Burnout affects
ordinates, perform better at job as they take pleasure the interpersonal relationship of employees too [58].
in the process of finishing their tasks effectively [38]. Prior research indicates that there is contrary effect
Conversely, if the worker feels de-motivated, it can be of intrinsic motivation on employee’s working burnout
resulted in low performance of work. Thus intrinsic [70]. Intrinsically motivated employees find their jobs
motivation may be concluded with better performance of more interesting, are more optimistic, put more effort in
work while meeting organizational targets and goals [7]. their work, and have higher perseverance level because
As we propose the direct relationship of intrinsic moti- they gain contentment and fulfillment from performing
vation and performance, it may be stated that the intrin- a task itself [15]. Vallerand [88] in his study exhibit that
sic motivation can actively influence the performance of “employees with high intrinsic motivation have higher
work as a significant workplace outcome [19]. Therefore, level of vitality, positive effect, self-esteem, absorption,
we hypothesize that: concentration, effort, and persistence” and when such
employees went through the felling of burnout, they have
H2  Intrinsic motivation relates positively to employee more personal resources to surmount this situation. Such
work performance. employees feel less exhausted, less stressed and more
focused toward contributing in organization’s progress
In current research, we posit that intrinsic motiva- [49]. Intrinsically motivated employees feel less pres-
tion is one of the main mechanisms by which transfor- sure and low stress level rather than the employees who
mational leaders influence employees’ job performance. are low in motivation [69, 71]. Intrinsic motivation of
Transformational leaders may help to ensure individual’s employees’ can be negatively associated with their burn-
inner motivation to perform a task efficiently which in out [70].Therefore; the employees who are high in intrin-
turn increases their work performance .These leader- sic motivation can decrease their burnout at workplace
ship approaches are advantageous for both individual [50]. Thus, it can be hypothesized that:
Khan et al. Futur Bus J 2020, 6(1):40 Page 5 of 13

H4  Intrinsic motivation is negatively associated to He/she would try his/her own best to exert extra effort
employee’s working burnout. to accomplish the goals and tasks assigned by the leader.
Therefore, we hypothesize that:
In current research, we propose that intrinsic motiva-
tion plays a mediating role between transformational H6  Intrinsic motivation is negatively linked to social
leadership and burnout. Burnout is the major concern loafing.
for organizations as it influences the relevant outcomes.
It results in low productivity and commitment. Hence, it Intrinsic motivation may be described as the inher-
causes the high turnover and absenteeism in employees ent process that initiates attributes, behaviors and what
[82]. Studies indicate that leaders highly contribute to defines people to moves or act [27]. Self-determination
employees’ health and welfare as well [80]. But the rela- theory indicates that there are different levels of motiva-
tionship between leadership behaviors and employee tion. Intrinsic motivation is at the most independent end
burnout is less studied yet [41]. As mentioned earlier, of the scale because an individual opts to get engaged in
there exists a positive relationship between transforma- any conduct according to his own choice [32]. A leader
tional leadership and intrinsic motivation which in turn motivates his employees by incorporated strategies
make them more competent, teach them how to handle which results in better achievement of goals and objec-
and manage stressful conditions and reduce their burn- tives of a firm or organization. Gilbert et al. [35]. Social
out. Therefore, we hypothesize that: loafing is defined as a reduced amount of effort and moti-
vation while being a part of group or working in a team
H5  Intrinsic motivation mediates the relationship of as compared to working individually [46]. Social loaf-
transformational leadership and employee’s working ing is well-known phenomena and can be found in all of
burnout. the organizations, across gender, and age and in various
occupations and different cultures [46].
Social loafing is considered as a big hindrance in organ-
Transformational leadership, intrinsic motivation izational growth as well. It causes low potential [61],
and social loafing low productivity [29], and low motivation of other team
Social loafing is defined as the tendency of individuals members too [67]. It decreases the overall efficiency, pro-
who exert less effort and their productivity decreases ductivity and performance of the team [47]. Social loaf-
when working in groups than working individually [21, ing is widely spread term which is also known as social
33, 57, 79]. It is a negative employee behavior and is par- disease [54].
ticularly shown by individuals with lower motivation In line with this connection, social loafing is a big moral
[1]. These kinds of behaviors can be resulted in low pro- and social issue since it is an option that “involves modi-
ductivity and poor commitment toward a task [62] and fying the life plan of another individual or group of indi-
organization as well. viduals” [60]. On contrast, if a transformational leader
Social loafing is common practice and can be observed motivates his employees and encourages their perfor-
in every organizational setting, across age and gender mance on individual basis, then through individualized
and in different professions and various cultures [46]. considerations and inspirational motivation, social loaf-
This is more alarming that it can be seen at every single ing can be decreased. Therefore, it can be hypothesized:
workplace and considered as misconduct. The variety of
factors is studied in influence of social loafing, but there H7  Intrinsic motivation mediates the relationship of
is still an insufficiency of individual inherent factors such transformational leadership and social loafing.
as intrinsic motivation which is part of this research
framework.
“Intrinsic motivation which describes an inherent ten- Mediating role of intrinsic motivation
dency that individuals engage in activities due to their between transformational leadership and social loafing
inner interests, pleasure and satisfaction” [70] is nega- (Fig. 1).
tively linked to Social loafing. George [33] established in
his study on 221 salespeople that intrinsic task involve- Methods
ment is negatively linked to social loafing. He further Sample and data collection
exerted that intrinsically motivated individuals may have The data was collected through survey via emails, online
self realization that their efforts are vital for the success of surveys and printed questionnaires through convenience
their team/group and for organization as well and there- sampling from individuals working in the telecommuni-
fore they are less likely to be engaged in social loafing. cation sector. The participants were informed about the
Khan et al. Futur Bus J 2020, 6(1):40 Page 6 of 13

5—strongly agree). Cronbach’s alpha for intrinsic motiva-

Work tion scale is 0.89.
Performance

Transformational Intrinsic Working Work performance

Burnout
Leadership Motivation To measure work performance [19] four-item scale was
adopted. Five-point Likert scale (1—much worse to 5—
Social Loafing much better) was used to measure responses. Cronbach’s
alpha of work performance scale is 0.80.
Fig. 1  Theoretical framework

Working burnout
Table 1  Frequency analysis of participants Working burnout was measured by Kristensen et al. [53].
Seven items with five-point Likert scale (1 –never to 5—
Frequency Percentage always) was used. Cronbach’s alpha of burnout scale is
Gender 0.88.
 Male 269 87.3
 Female 39 12.7
Social loafing
Age
Social loafing was measured by Akgunduz and Eryilmaz
 20–25 2 0.6 [1]. Four items with five-point Likert scale (1—strongly
 26–30 77 25.0 disagree to 5—strongly agree) was used. Cronbach’s
 31–35 81 26.3 alpha of social loafing scale is 0.80.
 36–40 95 30.8
 Above 40 53 17.2
Qualification Data analysis
 Diploma 2 0.6 After data collection, the reliability, correlation was cal-
 Intermediate 17 5.5 culated by using SPSS software. Research model was
 Bachelors 135 43.8 tested using Hayes Process Model 4.
 Masters 153 49.7
 Ph.D 0 0
Results
Descriptive statistics
Table  2 describes descriptive statistics of all the study
objective of this study and the assurance of confidential-
variables including the mean, standard deviation, and
ity and anonymity of their responses. Respondents were
correlation. Correlation coefficients are in the anticipated
assured that their information will not be assessed by
directions and provide preliminary support for our study
any individuals except those who are authorized. After
hypotheses. Our results depicts that transformational
removing the duplicates, outliers and responses with
leadership and intrinsic motivation (r = 0. 29, p < 0.01)
missing data, we obtained 308 valid responses for further
are positively and significantly correlated. Further intrin-
data analysis Table 1 depicts the demographic character-
sic motivation is significantly associated with work per-
istics of the respondents.
formance (r = .30, p < 0.01); working burnout (r = − 0.59,
p < 0.01); social loafing (r = − 0.15, p < 0.01).
Measures
Transformational leadership
Transformational leadership was measured by McColl- Reliability analysis
Kennedy and Anderson [59] four-item scale. Six-point To examine the consistency of the variables, reliability
Likert scale (1—strongly disagree to 6 —strongly agree) analysis is calculated. The reliabilities of all the variables
was used to measure responses. This is the most widely with number of items are summarized in Table 3. The
used scale to measure transformational leadership. Cron- values between 0.84 and 0.8 indicate good reliability. The
bach’s alpha for transformational leadership scale is 0.84. reliability of transformational leadership is 0.84 which is
good, and intrinsic motivation shows another good reli-
Intrinsic motivation ability which is 0.89. Working burnout shows 0.88 reli-
In this study, Liu et al. [56] four-item scale was adopted ability. The reliability of work performance is 0.8 and the
to measure intrinsic motivation. To record the responses reliability of social loafing is 0.8 which is also good. So
five-point Likert scale was used (1 —strongly disagree to this explains that the data used is reliable.
Khan et al. Futur Bus J 2020, 6(1):40 Page 7 of 13

Table 2  Mean, standard deviations and correlations

Variables Mean SD 1 2 3 4 5

1. Transformational leadership 4.44 1.00 (0.84)

2. Intrinsic motivation 2.98 1.11 .29** (0.89)
3. Working burnout 3.25 0.97 − .20** − .59** (0.88)
4. Work performance 3.95 0.76 .17** .30** − .24** (0.80)
5. Social loafing 1.87 0.68 − .48** − .15** .23** − .17** (0.80)
N = 308; Cronbach’s alpha (reliability coefficients) is on the diagonal in parentheses
*P < 0.05; **P < 0.01

Table 3  Reliability statistics Performance (path b, Fig. 2) is positive and significant

Scales No. of items Cronbach’s’
relationship (β = 0.19, t = 4.79, p < 0.01).
value Our overall findings represent that there is positive
and significant impact of transformational leadership on
1. Transformational leadership 4 0.842
work performance (path c′, Fig. 2) through the mediation
2. Intrinsic motivation 4 0.893
of intrinsic motivation (β = 0.07, t = 1.68, p > 0.01) which
3. Working burnout 7 0.877
accepts Hypothesis 3.
4. Work performance 4 0.800
5. Social loafing 4 0.802
Results for mediation for working burnout
Regression analysis
In this model we studied the relationship of Transforma-
tional Leadership(X) and Working Burnout (Y) through
mediating role Intrinsic Motivation (M). Results indi-
Transformational c = 0.13** Work cated that total effect of transformational leadership on
Leadership Performance working burnout is significant (β = − 0.19, t = − 3.51,
p < 0.01 We examined the relationship between the medi-
ator, Intrinsic Motivation and the dependent variable,
Working Burnout (path b, Fig. 3). The findings showed
Intrinsic a significant and negative relationship (β = − 0.50,
Motivation t = − 11.98, p < 0.01). This finding supports Hypothesis
4. As it is shown in Table 5 the final results determined
a = 0.31** b = 0.19** a significant relationship between transformational lead-
Transformational Work ership and working burnout with mediation of intrin-
Leadership Performance sic motivation (path c′, Fig. 3) (β = − 0.03, t = − 0.66,
c’ = 0.07 p > 0.01). Therefore Hypothesis 5 is accepted.
Fig. 2  Mediation model—work performance

Results for mediation for social loafing

Our third and last finding for studied relationship
Hypothesis testing between transformational leadership and social loafing
Results of mediation for work performance through mediator intrinsic motivation, are presented in
Firstly, we investigated the impact of Transformational Table 6. According to the total effect model, the relation-
Leadership (X) on Work Performance (Y) through medi- ship between transformational leadership and social loaf-
ating factor of Intrinsic Motivation (M). Results jus- ing (path c, Fig. 4) is significant and negative (β = − 0.32,
tify that total effect of transformational leadership on t = − 9.57, p < 0.01) as shown in Table 6.
work performance (path c, Fig. 2) is significant (β = 0.13, The outcomes showed that intrinsic motivation and
t = 3.07, p < 0.01) as shown in Table 4. The relation- social loafing (path b, Fig. 4) are insignificantly and
ship between transformational leadership and intrinsic related relationship (β = − 0.01, t = − 0.31, p > 0.01) which
motivation (path a, Fig. 4) is highly significant and posi- opposes Hypothesis 6.
tive which support Hypothesis 1 also (β = 0.31, t = 5.20, Our last finding determined that transformational
p < 0.01). Furthermore, the findings showed that the leadership does not have a significant negative impact
relationship between Intrinsic Motivation and Work on social loafing (path c′, Fig. 3), while controlling intrin-
sic motivation (β = − 0.32, t = − 9.07, p < 0.01). Thus
Khan et al. Futur Bus J 2020, 6(1):40 Page 8 of 13

Table 4  Results of simple mediation model for work performance

Direct effect model
Predictor Outcome = M (intrinsic motivation)
β SE t p

X (transformational leadership) a 0.31 0.06 5.20 0.00

Constant i1 1.57 0.28 5.67 0.00
Direct effect model
Predictor Outcome = Y (work performance)
β SE t p

X (transformational leadership) c′ 0.07 0.04 1.68 0.09

M (intrinsic motivation) b 0.19 0.04 4.79 0.00
Constant i2 3.07 0.19 15.41 0.00
Total effect model
Predictor Outcome = Y (work performance)
β SE T p

X (transformational leadership) c 0.13 0.04 3.07 0.00

Constant i3 3.36 0.19 17.15 0.00
N = 308; SE = standard error; bootstrap sample size = 500

that are aiming toward high employee motivation and

Transformational c = -0.19** Working performance. The current study is a unique attempt to
Leadership Burnout look at the relationship between of transformational
leadership, employees’ work performance, working burn-
out, and social loafing and intrinsic motivation in Asian
context. This study contributes to the existing literature
Intrinsic on transformational leadership since it is among the first
a= 0.31 **
b = -0.50** to investigate the indirect impact of transformational
leadership on employees’ work performance, working
Working burnout, and social loafing through intrinsic motivation.
Transformational
Burnout
Providing empirical evidence for association between
Leadership
transformational leadership (independent variable),
c’ = -0.03 work performance, working burnout and social loafing
Fig. 3  Mediation model—working burnout (dependent variables) through the mediating effect of
intrinsic motivation. Our empirical results provide sup-
port for our hypothesized model except for the indirect
effect of transformational leadership on social loafing
Hypothesis 7 is not accepted. Thus, it can be resulted that through intrinsic motivation. Transformational leader-
there is no mediation. ship consists of four elements which are idealized influ-
ence, inspirational motivation, intellectual stimulation
and Individualized consideration [13]. All of these ele-
Discussion
ments showed very good reliability and consistency with
Theoretical contributions
each other. These elements actively participate to affect
Although, previous researches have vastly recognized the
the outcome of intrinsic motivation [85].
direct impact of transformational leadership on positive
This study shows that transformational leadership has
employee work outcomes [17, 48], yet not all employees
a significant and positive relationship with employees’
do not respond to transformational leadership optimis-
intrinsic motivation. Previous literature supports this
tically [66]. This study overall, made an important con-
finding that transformational leadership promotes moti-
tribution to the available literature mainly by including
vation in employees and develops positive psychological
variables that are very essential for all work environments
Khan et al. Futur Bus J 2020, 6(1):40 Page 9 of 13

Table 5  Results of simple mediation model for working burnout

Direct effect model
Predictor Outcome = M (intrinsic motivation)
β SE t p

X (transformational leadership) a 0.31 0.06 5.20 0.00

Constant i1 1.57 0.28 5.67 0.00
Direct effect model
Predictor Outcome = Y (working burnout)
β SE t p

X (transformational leadership) c′ − 0.03 0.04 − 0.66 0.50

M (intrinsic motivation) b − 0.50 0.04 − 11.98 0.00
Constant i2 4.90 0.21 22.75 0.00
Total effect model
Predictor Outcome = Y (working burnout)
β SE t p

X (transformational leadership) c − 0.19 0.05 − 3.51 0.00

Constant i3 4.10 0.24 16.55 0.00
N = 308; SE = standard error; bootstrap sample size = 5000

Table 6  Results of simple mediation model for social loafing

Direct effect model
Predictor Outcome = M (intrinsic motivation)
β SE t p

X (transformational leadership) a 0.31 0.06 5.20 0.00

Constant i1 1.57 0.28 5.67 0.00
Direct effect model
Predictor Outcome = Y (social loafing)
β SE t p

X (transformational leadership) c′ − 0.32 0.03 − 9.07 0.00

M (intrinsic motivation) b − 0.01 0.03 − 0.31 0.75
Constant i2 3.34 0.16 20.28 0.00
Total effect model
Predictor Outcome = Y (social loafing)
β SE t p

X (transformational leadership) c − 0.32 0.03 − 9.57 0.00

Constant i3 3.33 0.15 21.25 0.00
N = 308; SE = standard error; bootstrap sample size = 5000

states such as meaningfulness of work, experienced their tasks, by enhancing the quality of their relation-
responsibility for the outcomes and knowledge of work ships, and by creating environments that are fair, respect-
results. It indicates that transformational leadership ful, and supportive [86] and all of these factors contribute
directly exerts its influence by helping employees or fol- positively toward employee’s self motivation toward his/
lowers to think more positively about themselves and her work (i.e., intrinsic motivation).
Khan et al. Futur Bus J 2020, 6(1):40 Page 10 of 13

significance of intrinsic motivation for employees will

c = -0.32**
Transformational Social adopt such behaviors that are conducive for develop-
Leadership Loafing ment employees’ intrinsic motivation at the workplace.
The results of current study confirmed that transfor-
mational leadership through fostering intrinsic motiva-
tion create such environment which is stress free and
fruitful for employee effective performance. One way to
exhibit these behaviors by managers is to aim at encour-
Intrinsic aging motivation among employees based on their inher-
ent happiness and enjoyment. Another way to enhance
a = 0.31** b = -0.01 employees’ intrinsic motivation and involvement toward
Transformational organizational success is to value their contributions
Social
and sharing organizational goals and objectives with
Leadership
c’ = -0.32** Loafing their workers. Further, it is very essential for organiza-
tional leaders to be transformed by being informed of
Fig. 4  Mediation model—social loafing
their employees well because transformational leader
can inspire people to achieve unexpected or remarkable
results. It gives workers autonomy over specific jobs, as
The positive elements of transformational leadership well as the authority to make decisions once they have
bring out positive psychological states by escalating been trained. In that the leader can inspire workers to
intrinsic motivation among employees. Employees with find better ways of achieving a goal as leadership can
increased intrinsic motivation are more effective and mobilize people into groups that can get work done, and
efficient toward their work performances. They are sup- morale, in that transformational leaders raise the well-
posed to be converted into responsive and perform effi- being and motivation level of a group through excel-
ciently in their work [64]. lent connection. The findings of this study also stressed
This study results showed significant positive relation- the need of designing leadership coaching and training
ship of transformational leadership on working burnout programs in order to develop transformational leader-
through intrinsic motivation. When a transformational ship which may include “programs for communication,
leader indicates support for honest and fair matters asso- motivation, and brainstorming, to train employees with
ciated with employees, the employee feels less exhausted the necessary resources to be more articulate and inspira-
and motivated. Intrinsically motivated employees who tional as well as to think out of the box”.
are driven by enjoyment and interest in their work are
more likely to work hard at their jobs and feel less fatigue,
less emotional exhaustion, and increased desire to par- Limitations and future directions
ticipate in the organization [49]. The first limitation of this research is that cross-sectional
Finally, it was examined that how transformational survey has been conducted. There may be ambiguity in
leadership impact social loafing through Intrinsic moti- establishing causal direction. Results may vary while col-
vation. Findings depicts that although Social loafing has lecting data at various times. It is suggested to conduct
a significant and negative relationship with transfor- longitudinal study design in future research to see how
mational leader, but their indirect relationship through impact of transformational leadership on employee out-
intrinsic motivation is not significant The reason behind comes varies over time. Next, it represented data from
can be that the direct strong association between trans- only the telecom sector of Lahore, Pakistan which may
formational leader and social loafing as “transactional limit the study generalizability it would have been advan-
leaders effectively inspire followers to identify with a tageous to conduct this research across the diverse sec-
mission while rallying them to work together to achieve tors and n different context. Another limitation of this
organizational objectives.” Further, social loafing in research is that there can be a probability of response
employees is also effected significantly by other factors bias as all the data was collected through same source
such as workload, organizational culture, tenure of job. i.e., employees. For example, a person can have deliberate
etc. falsification by quoting false responses of statements, just
to attain social desirability. An employee in the organiza-
tion may have high degrees of social loafing but he may
Practical implications not state it appropriately as well. Future researchers may
Our study also provides several practical implications for collect data from different sources like work performance
organizations. Transformational leaders who realize the data can be collected from supervisors.
Khan et al. Futur Bus J 2020, 6(1):40 Page 11 of 13

Existing literature and this research too is having high Received: 30 April 2020 Accepted: 2 November 2020
Published: 9 December 2020
tendency toward constructive and significant outcomes
to discover impact of transformational leadership so it
is suggested that in future studies impact of transforma-
tional leadership should be examined in relation to more References
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