Marketing and Management of Innovations

ISSN (print) – 2218-4511 

ISSN (online) – 2227-6718

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Identifier in the register: R30-01179 Decision dated August 31, 2023, No. 759

The language of publication is English. 

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Editor-in-Chieff             View Editorial Board

Oleksii Lyulyov

Sumy State University | Ukraine

The Mediating Path of Transformational Leadership: A Cross-Sectional Study in Chinese Context


Zaheer Abbas 1, , Wang Song Jiang 2,  , Hafiz Muhammad Fakhar Zaman 1,*,   , Tamoor Azam 1, 

  1. School of Management and Economics, Kunming University of Science and Technology, China
  2. LiJiang Culture and Tourism College, Yunnan, China

     * Corresponding author

Received: 12 March 2024

Revised: 10 June 2024

Accepted: 20 June 2024


Organisations that are going through transformative processes need to make sure that they have effective change management and employee engagement. Considering the function that transformational leadership plays as a mediator, this study aims to investigate the connection between employee engagement and the change management process. This research uses a cross-sectional methodology and gathers information from a wide range of people working for various companies. Employee engagement, opinions of the change management process, and transformational leadership are all measured using a standard questionnaire. Statistically, statisticians use tools like mediation analysis and correlational testing to look into the purported links. Findings indicate a strong positive correlation between change management and the variables that inspire employee engagement. The research findings have also demonstrated that transformational leadership is an important mediator between organisational change management and employee engagement. This research suggests that transformational leaders can make employee engagement an even more powerful tool for effective change management. This study shed light on the need to develop transformational leadership skills and encourage employee participation in initiatives to bring about organisational change. Organisations should prioritise strategies that enhance employee engagement, such as communication, competition, environment, management support, innovation, job characteristics, organisational system, organisational structure, reward, and workplace well-being. Moreover, the success of change management activities can be improved by investing in leadership development programmes that aim to create transformational leadership behaviours. An empirical investigation of the function that transformational leadership plays as a mediator in the connection between the process of change management and employee engagement is the contribution that this study makes to the current body of research. Businesses can improve employee engagement and leadership practices during times of transformation if they shed light on this complex interplay and gain a more profound comprehension of the factors that drive successful change implementation.

Keywords: transformational leadership; leadership styles; employee engagement; cross-sectional; organizational change; change management process.

How to Cite: Abbas, Z., Jiang, W. S., Fakhar Zaman, H. M. & Azam, T. (2024). The Mediating Path of Transformational Leadership: A Cross-Sectional Study in Chinese Context. Marketing and Management of Innovations, 15(2), 140–161.

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