Moderating role of transformational leadership in the relationship between work conflict and employee performance

Abstract

This study aims to test the role of transformational leadership in moderating the relationship between work conflict and employee performance at Railway Company. The sample in this survey is 150 employees of a railway company’s operations management center selected using a non-random sampling method. The data were collected through an online survey through WhatsApp and email. Partial Least Square–Structural Equation Model (PLS-SEM) was implied to explain the relationship among the conceptualized variables in this study. The results revealed a negative relationship between. The results show that there is a negative link between work conflict and employee performance. In addition, transformational leadership has been found to negatively ease the relationship between work conflict and employee performance. This study also finds that there is a positive relationship between transformational leadership and employee performance. Based on the results, this study therefore concluded that transformational leadership is a variable conceptualized to partially ease the relationship between work conflict and employee performance. This study also describes the theoretical and practical implications, as well as future research opportunities.

Keywords

• work conflict
• transformational leadership
• employee performance
• railway company
• Indonesia