Effect of Transformational Leadership on Contextual Performance Mediated by Work Engagement and Moderated by Mindful Awareness

Abstract

This study aims to investigate the relationship between transformational leadership and transactional leadership, as a job resource and contextual performance as a work outcome, mediated by work engagement and moderated by trait mindful awareness as a personal resource. Some researchers highlight work engagement as a mediating mechanism between job resources and individual outcomes, while others suggest that personal resources may improve employees’ awareness of the job resources around them and, in turn, improve their performance. Notably, empirical evidence shows that the moderation of trait mindful awareness is not synergistic, but compensatory, along with the “substitutes for leadership theory.” Data were collected from employees in the United States via the online Amazon Mechanical Turk platform. A total of 282 respondents were randomly assigned to one of two vignettes—one reflecting transformational and one reflecting transactional leadership. The findings revealed that the positive relationship between transformational leadership and contextual performance is partially mediated by work engagement. Mindful awareness significantly strengthens the relationship between transformational leadership and work engagement. This study contributes to the literature by providing further empirical evidence on the inconclusive contextualization of mindful awareness as a personal resource.

Keywords

• transformational leadership
• mindful awareness
• work engagement
• contextual performance