Evaluating the Mediating Role of Transformational Leadership in the
Nexus of Employee Motivation, Engagement, Emotional Intelligence,
and Performance: A Comprehensive Review
SALIM MOHAMMED BAOMAR1,*, MUHUMMAD KHAIRUL ISLAM2
1Service Delivery,
Oman Broadband Company,
OMAN
2Business Management and Accounting,
University Tenaga Nasional (UNITEN),
MALAYISA
*Corresponding Author
Abstract: - This study aims to examine the impact of transformational leadership on employee performance in
Oman's telecoms industry. This research is driven by the necessity for companies to enhance staff productivity
in order to gain a competitive advantage. The study conducts a thorough examination of previous literature to
explore the influence of employee motivation, engagement, and emotional intelligence on performance.
Moreover, it assesses the ability of transformational leadership to serve as a vital link in improving employee
outcomes. The research will offer managers and executives in the telecom industry useful suggestions to help
them create strategies that will boost productivity and accomplish organizational objectives. The study provides
specific goals and research questions to direct further studies in this area.
Key-Words: - Employee Performance, Transformational Leadership Style, Employee Motivation, Employee
Engagement, Emotional Intelligence, Telecom Sector of Oman.
Received: December 18, 2023. Revised: June 16, 2024. Accepted: July 11, 2024. Published: August 9, 2024.
1 Introduction
The efficacy of an organization's workforce the key
factors that determine its success in the current
global marketplace, [1]. Many studies have defined
employee performance as achieve through
behaviour, efficiency, and commitment toward their
organization. Employees, with the comfort work
environment, will perform better in their daily tasks,
which leads to their job success, [2].
So, the organization should focus on the
importance of employee performance, for employee
development and figure out the other critical factors
like culture, commitment, and leadership that
significantly affect employee performance, [3], [4],
[5]. Studies, highlighted the importance of
leadership style to optimize employee performance.
An effective leader, motivates his/her employee to
handle daily work tasks and overall enhance the
organizational performance, [6]. Studies also
showed that leaders make great effort to engage all
team members which results in growing interest
among employees at work, [7]. Thus, leaders
understand their needs and motivate employees to
achieve high levels of performance, [8].
With effective leadership style, emotional
intelligence is a game changer and one of the most
powerful corporate concepts, in the field of
leadership studies. Emotional intelligence is the
ability and action to monitor other people's
emotions, differentiate between them, and use
emotional information to drive thoughts, [9]. Studies
showed, the emotional intelligence effect of various
factors related to employees’ outcomes, including
performance, commitment, and turnover, [10]. This
concept is important for leaders to understand the
need of emotional intelligence for effective
employee performance.
Moreover, employee motivation is a behavioral
concept to increase more productivity of employees
towards organizational goals. Studies showed that
motivated employee’s performance is higher than
not motived employees, [11]. Enhancing the
employee's motivation is a critical for organizations,
which results in increasing employee’s productivity,
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DOI: 10.37394/23207.2024.21.140
Salim Mohammed Baomar, Muhummad Khairul Islam
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relationships between leadership, and all
overallemployee performance, [12].
Similar with employee motivation, studies also
highlighted the importance of employee engagement
effect on employee performance. Employee
engagement is a key process that increases
employee performance and has impact on
organizational performance. The objective is to
enhance employee performance, which is influenced
by many factors, leadership support proper training
needs assessment procedure, [13].
Thus, there is a significant need for the
importance of employee motivation, engagement,
and emotional intelligence toward employees'
performance, particularly in Oman's
telecommunications sector, [14], [15]. The aim of
this review study is to find the correlation between
independent factors like employee engagement,
motivation, and emotional intelligence towards
employee performance and show the importance of
transformational leadership style to enhance the
relationship in the telecommunications sector of
Oman.
Through this study, managers in the
telecommunications industry to enhance their
leadership positions and cultivate an environment
that promotes and accelerates the growth and
efficiency of their teams. Implementing successful
transformational leadership methods and increasing
employee engagement, emotional intelligence, and
motivation can help managers improve
performance, attract and retain qualified personnel,
and gain a competitive advantage in the market.
This research will enhance the current knowledge of
effective transformational leadership techniques and
their influence on employee performance in Oman's
telecoms industry.
2 Employee Performance
Assessing employee performance involves
evaluating the degree to which individuals
successfully carry out their job responsibilities
within a specific timeframe. It serves as a vital
indicator of productivity, quality, and service inside
an organization, which is influenced by elements
such as skills, motivation, support systems, given
responsibilities, incentives, and the employee's
affiliation with the organization, [16], [17].
Telecommunications play a crucial role in
Oman's efforts to diversify its economy and
accomplish its Vision 2040 objectives. The
performance of personnel in this sector directly
impacts the speed and effectiveness of this
transition. The telecommunications market in Oman
has undergone significant expansion, with mobile
and fixed broadband customer growth rates reaching
78% and 40% respectively. With the expansion and
evolution of the business, there is a growing demand
for telecommunications personnel who possess
advanced expertise and demonstrate exceptional
efficiency.
Motivation has a significant impact on
employee performance in Oman's
telecommunications industry, [18]. Typically,
employees who are motivated tend to exhibit higher
levels of commitment, satisfaction, and efficiency.
Telecommunications companies in Oman have
employed diverse strategies to guarantee employee
motivation. The tactics include offering financial
incentives, organizing opportunities for career
advancement, putting in place skill-building
initiatives, and cultivating an environment at work
that encourages creativity and collaboration, [19],
[20].
Additionally, the effectiveness of personnel is
strongly impacted by competent leadership in the
sector. Leadership that is effective, inspiring, and
transparent increases productivity and job
satisfaction, [21]. To provide direction, establish
specific objectives, provide constructive criticism,
and promote teamwork, leaders are essential.
The performance-related difficulties that the
industry faces are numerous and complex. The
significance of elements including organizational
structure, leadership, and technology in influencing
worker performance has been emphasized by
research done in Oman. Workplace stress, which
includes things like not knowing exactly what your
function is, not using your skills effectively, and
having too much work to do, has been shown to
have a negative impact on performance, [22]. The
prospect of furthering their careers, however, drives
employees, who place a high value on learning and
development opportunities, [23].
Telecommunications firms in Oman need to
evaluate their performance. The process typically
involves assessing the quality, quantity,
responsibility, initiative, cooperation, and adherence
to identify areas of expertise and areas that need
additional instruction or support.
The success of employees in Oman's
telecommunications sector is ultimately influenced
by various factors, including individual aptitude,
motivation, stress, and organizational structure. In
order to attain maximum performance, it is
imperative to address these challenges, create a
favorable setting, provide incentives, and implement
effective leadership. With Oman's shift towards a
digital economy, the importance of telecom
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personnel's effectiveness becomes essential,
necessitating continuous investment in the
development of human resources.
3 Transformational Leadership Style
The leadership style known as transformational
leadership is characterized by its ability to inspire
and motivate followers to achieve their full
potential.
Transformational leadership is a leadership style
that emphasizes inspiring and motivating followers
to achieve exceptional accomplishments by
prioritizing the organization's objectives over their
own personal interests, [24], [25]. Transformational
leaders employ four crucial behaviors to inspire and
empower their subordinates: idealized influence,
motivating inspiration, intellectual stimulation, and
personalized consideration. These leaders create an
engaging and compelling vision of the future,
inspire and encourage their team members, and
improve their skills and dedication.
Contingency leadership theory posits that the
effectiveness of transformational leadership can
differ and is impacted by contextual and situational
factors, [26], [27], [28], [29]. The contingency
theory explains the correlation between leadership
style and employee performance, according to the
theory. It has been established that leadership styles,
service quality delivery, communication styles,
employee engagement, and organizational
performance may be altered to varying degrees,
[30], [31].
Transformational leadership stems from the
leader's own beliefs and ideals and motivates
subordinates to go above and beyond the call of
duty. Transformational leadership is focused on
developing followers and being mindful of their
needs, [32]. Transformational leaders are mainly
concerned with enhancing their workers' whole
value system, which includes the development of
skills, motivation, and morality.
Contingency theory highlights the importance of
transformative leadership and demonstrates leaders
actions to suit the particular situation, [33].
Transformational leaders prioritize the capacity to
spark intellectual curiosity and encourage workers
in an environment characterized by trust and clear
task assignments, [34], [35].
Multiple studies have demonstrated that
embracing a transformational leadership approach
may enhance performance, elevate job satisfaction,
foster innovation, and motivate personnel beyond
their normal capabilities. The effectiveness of
transformational leadership in enhancing
performance can be increased by aligning it with an
organizational culture that places a high value on
and encourages the development of future leaders as
a strategic aim, [36].
When utilized within the context of a
contingency framework, transformational leadership
places an emphasis on the relevance of leaders
simultaneously carrying out two roles:
implementing change and adjusting to new
circumstances. In order to effectively adapt their
leadership style, individuals must possess a
comprehensive comprehension of the various
contextual factors that impact their performance. A
comprehensive comprehension of human and
organizational dynamics is crucial for effectively
leading teams toward exceptional accomplishments.
So, transformational leadership focuses significant
importance on the self-motivated nature of
leadership.
4 Employee Motivation
Employee motivation refers to the mental and
behavioural action of employees, that’s can be
internal or external action, [37], [38]. Employee
motivation can be categorized in to intrinsic and
extrinsic motivation. Intrinsic motivation driven by
internal factors, this can be determined as an ability
of job responsibilities, a sense of achievement, and
career development, [39]. On the other way,
extrinsic motivation driven by external factors,
linking financial incentives, career development,
and the working environment. Studies argue that
unnecessary focus on external motivation leads to a
decrease in employee performance, [40]. Both
intrinsic and extrinsic motivation influence
employee behavior and overall, performance, [41].
Many motivational models and theories
(Maslow's Hierarchy of Needs or Alderfer's ERG
theory), justify the concept of intrinsic and extrinsic
motivation in different situations, [42], [43]. These
theories and models help to understand the
motivation framework, and also address the needs of
employees' motivation to increase employees'
performance and overall organizational
performance, [44]. So, organizations should focus
on employees both intrinsic and extrinsic motivation
and create a healthy environment, facilitate
employees, compensate the employee achievements,
and more focus on leaders and employee relations.
Overall, both intrinsic and extrinsic motivation
factors, impact employees' performance and
productivity.
To conclude the concept of employee
motivation based on both intrinsic and extrinsic
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motivation, has significantly impacted employee
performance. So, organizations should focus more
on improving performance by motivating the
workforce, and considering the needs of their
employees.
5 Employee Engagement
Employee engagement is explained as the mental
and emotional dedication of employees, that shows
their organization and their allocated tasks.
Employee engagement encompasses an employee's
dedication to their work, their vigor and vitality in
doing their duties, and their active involvement and
attentiveness to everyday responsibilities. The idea,
which was first put forth by [45], highlights how
crucial it is for workers to connect and feel
psychologically present with their managers and
coworkers. This idea has evolved as a result of
further research.
Employee engagement is commonly defined as
the state in which workers exhibit emotional
attachment, positive traits like vitality, excitement,
and cooperation, as well as mental and physical
dedication to the success of their firm. Employee
engagement is a metric that assesses how employees
feel and behave in relation to certain attitudes, [46],
[47].
The relationship between employee engagement
and performance has been demonstrated by
research, as engaged workers perform better on the
job and are less likely to quit, [48], [49]. Moreover,
there is a correlation between it and favorable
business consequences including increased revenue,
improved client contentment, and increased staff
retention, [50], [51].
The knowledge of employee engagement is
aided by a number of theoretical frameworks.
According to the Social Exchange Theory, pleasant
interactions lead to higher levels of engagement and
a mutually beneficial connection between an
employer and employee is the source of
engagement, [52]. Employee behaviors are
influenced by both internal and external motives,
according to the Self-Determination Theory,
whereas the Social Cognitive Theory concentrates
on the impact of personal effectiveness beliefs on
engagement, [53], [54].
Employee engagement, a multifaceted and
consequential notion, denotes workers' whole
commitment to their jobs. It stands out for its
dedication, zeal, and immersion—qualities that have
a major positive impact on people and businesses.
To promote active engagement, supportive
leadership must be established, an engaged
organizational culture must be fostered, and
employee welfare and satisfaction must be given top
priority in policy implementation. Employees who
are committed to their work boost performance,
foster creativity, and are devoted to their employers.
Companies that understand and take advantage of
the different aspects of employee engagement might
obtain a competitive edge in the market, [55].
6 Emotional Intelligence
Emotional intelligence is the ability of a person to
recognize, understand, control, and use emotions in
a skillful way in a variety of situations. Thanks in
large part to Goleman's Emotional Intelligence
Theory, the idea that psychologists Salovey and
Mayer first proposed in the 1990s came to public
notice. These days, emotional intelligence is used in
a wide range of industries, including business,
education, and leadership, having transcended its
psychiatric roots, [56], [57].
Perceiving emotions, integrating emotion-
related events, understanding the meaning that
emotions transmit, and regulating emotions for
adaptive behavior and problem-solving are all part
of the Salovey and Mayer model of emotional
intelligence, [58], [59], [60]. These skills were then
integrated into a four-branch framework that
covered recognition, support, understanding, and
emotional regulation, [61], [62], [63].
Through the incorporation of personality traits
with traditional cognitive abilities, Goleman's
Theory advanced the idea of emotional intelligence.
Goleman's Theory put forth a hybrid model that
links performance—more especially, leadership and
organizational effectiveness—to emotional
intelligence. Empathy, motivation, self-regulation,
self-awareness, and social skills are the five
elements of emotional intelligence that Goleman
identified. The effectiveness of people in the job and
in social situations is greatly influenced by these
variables, [64].
Research demonstrates that emotional
intelligence and performance in a variety of contexts
are strongly correlated, moving from the theoretical
to the practical implications. Thought, emotion, and
behavior are affected, and these, in turn, have an
impact on performance, [65], [66]. Employee
productivity and creativity are expected to increase
in today's complicated work situations, which calls
for excellent emotional management and emotional
intelligence, [67].
Goleman and other emotional intelligence
theorists contend that emotional intelligence goes
beyond the capacity for emotional awareness and
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regulation by stressing its practical applications. It
highlights how emotional intelligence may be used
practically in a variety of contexts to produce
favorable results. Goleman's Theory underscores the
importance of emotional intelligence in driving
business and organizational success in the 21st
century.
Moreover, [68], theory offered the distinction
between social intelligence with regard to
relationships and emotional intelligence with regard
to personal capabilities, highlighting the importance
of interpersonal skills in addition to self-
management.
Ultimately, the ability to manage one's emotions
well becomes crucial for both professional and
personal success. Emotionally intelligent people
may successfully negotiate difficult emotional
situations, build better bonds with others, and
succeed in a variety of personal and professional
endeavors. With increased recognition of its value,
emotional intelligence becomes a focus for
nurturing future leaders, enhancing employee
productivity, and fostering healthier work
environments. Ultimately, emotional intelligence is
a critical predictor and facilitator of performance,
satisfaction, and achievement.
7 Conceptual Framework
The study's conceptual framework presents a
comprehensive model that examines the connections
among employee motivation, engagement,
emotional intelligence, and performance in the
telecommunications industry in Oman. This
paradigm is based on four primary theories:
Contingency Leadership Theory, Need Theory
(Maslow's Hierarchy of Needs), Social Exchange
Theory, and Goleman's Emotional Intelligence
Theory.
The Contingency Leadership Theory posits that
the efficacy of a leader is contingent upon the
specific context of the situation and the leadership
style they choose to employ. This study identifies
transformational leadership as a mediating factor
that affects both employee behavior and output. It
promotes motivation and engagement through
forward-thinking tactics and enhances performance
by giving employees more authority and control.
The Need Theory posits that motivation is fueled
by an individual's pursuit to satisfy a range of
psychological and bodily needs. Within the
workplace, this implies that meeting employees'
fundamental needs and enabling the pursuit of more
advanced demands serve as motivation for them to
attain and sustain high levels of performance.
Social Exchange Theory suggests that human
connections are established by evaluating the
subjective costs and benefits and comparing them
with other available options. When applied to this
study, it suggests that employees respond to the
support and appreciation they receive from their
organization by becoming more engaged and
committed to achieving the organization's goals,
which ultimately results in improved performance.
Goleman's theory on Emotional Intelligence
emphasizes that emotional intelligence is a crucial
determinant of performance in professional
environments. Individuals who possess a high level
of emotional intelligence are able to effectively
handle difficulties that arise in the workplace, work
well with colleagues, and generally achieve a higher
level of performance.
Using these theories as a basis, the conceptual
framework posits that transformational leadership is
the key to directing the effects of engagement,
motivation, and emotional intelligence in the
direction of improving worker performance. By
attending to individual needs, creating a supportive
environment, and promoting intellectual stimulation,
this paradigm contends that transformational
leadership raises employee motivation.
Improvement in performance is therefore mostly
driven by internal factors like job happiness,
recognition, and opportunities for professional
progress. When workers feel that their employer
values and supports them, they are more engaged at
work, which strengthens their sense of purpose and
boosts productivity. Moreover, connections among
employees, their capacity for adaptation, and their
conduct at work are all greatly impacted by
emotional intelligence, and these factors in turn
have a substantial impact on the effectiveness of
performance.
A work environment led by transformational
leaders is made possible by the confluence of these
factors in Oman's telecom industry. To get the best
output possible, these managers recognize and
capitalize on their employees' motivation,
engagement, and emotional intelligence. When
evaluating transformational leadership, it is essential
to develop tactics that will improve employee
motivation, involvement, and emotional
intelligence. The proposed conceptual framework is
illustrated in Figure 1.
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Fig. 1: Proposed Conceptual Framework
8 Discussion
Existing research emphasizes a robust correlation
between motivation, employee engagement,
emotional intelligence, and transformational
leadership, all of which collectively influence
employee performance in businesses. Many factors,
such as the job's characteristics, opportunities for
advancement, remuneration, work atmosphere, and
interpersonal connections, impact motivation, which
serves as the primary driving force. Employee
motivation is considerably increased and
performance significantly improves when firms are
able to optimize these traits.
Energized, committed, and feeling deeply a part of
one's work are the characteristics of employee
engagement, a concept strongly related to
motivation. Employees who are truly engaged
exhibit higher efficiency, satisfaction, and
connection with the organization's goals and values,
resulting in improved outcomes.
Emotional intelligence is of comparable
importance and encompasses skills such as self-
awareness, self-regulation, empathy, and adept
management of social complexities. High emotional
intelligence employees are capable of making
excellent decisions, handling interpersonal
relationships with ease, and greatly increasing the
effectiveness of the firm as a whole.
The key to motivating and empowering staff
members to increase their commitment, satisfaction,
and output is transformational leadership. A
company that has a transformational CEO will
ultimately have a successful atmosphere that
promotes innovation, proactivity, and creativity.
They increase the effect that employee performance
has on engagement, motivation, and emotional
intelligence.
According to the research, transformational
leadership plays a critical role in inspiring people by
articulating compelling goals and praising
individual achievements, which in turn creates a
culture where performance standards are exceeded.
It is within the power of transformational leaders to
foster work cultures that encourage high levels of
employee engagement.
Furthermore, the correlation between employee
engagement and transformational leadership
indicates a win-win relationship in which engaged
workers are open to receiving transformational
leadership and these leaders are very good at
encouraging engagement.
It is imperative that organizations recognise the
importance of cultivating leaders who possess
transformative qualities. In order to cultivate a
workforce that is motivated, engaged, and achieves
at a high level, companies should make it a priority
to invest in training courses that especially focus on
enhancing emotional intelligence and
transformational abilities.
This research holds great importance for the
telecommunications sector in Oman as it offers a
blend of academic and practical knowledge to
enhance employee performance to its fullest
potential. Theoretical frameworks such as
contingency leadership theory, Goleman's emotional
intelligence theory, need theory and social exchange
theory provide a complete structure for
understanding and enhancing employee
performance.
The research highlights the benefits of leaders
who can successfully explain visions, establish
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favorable settings, place a high value on individual
successes, and underscores the crucial role of
transformative leadership in the sector. The
statement underscores the significance of employee
engagement and urges leaders to foster cultures that
are self-assured, autonomous, and cooperative. The
presence of leadership skills cultivates the work
environment and increases emotional intelligence
and overall employee performance.
9 Conclusion
This study provides recommendations for the
telecom industry to enhance employee performance
based on the proposed conceptual framework. This
study also discussed in detail the theoretical link of
factors in the proposed conceptual framework based
on Goleman’s theories of emotional intelligence and
contingency leadership theories. Based on
recommendations of this study organizations can
establish dynamic work environments that enhance
the overall employee’s performance.
This study also highlights the importance of
transformational leadership as a mediating variable
between employee motivation, engagement, and
emotional intelligence toward employee
performance. Transformational leadership inspires
and motivate employees to bring value to the
organizational performance overall.
Moreover leaders, strategically handle the
emotional demands of employees to make strong
relations with them to improve their emotional
intelligence. Furthermore, it highlights how one of
the most important strategic objectives is to create a
dynamic workplace that puts employee
empowerment, career opportunities, and cooperation
first.
The Oman telecom sector can provide a
workforce that is driven, devoted, and productive by
putting transformational leadership into practice,
emphasizing emotional intelligence, and creating a
welcoming environment. This will ultimately enable
them to gain a competitive edge in the global
market.
Declaration of Generative AI and AI-assisted
Technologies in the Writing Process
During the preparation of this work the authors used
Quillbot AI / Paraphrasing, editing and Grammar
checking in order to improve the readability and the
language of the manuscript. After using this
tool/service, the authors reviewed and edited the
content as needed and takes full responsibility for
the content of the publication.
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
- Salim Mohammed Ba Omar formulated the
conceptualization, conducted data curation,
developed the methodology, and wrote the
original draft.
- Muhummad Khairul Islam provided overall
supervision and managed project administration.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself.
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflicts of interest to declare.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en
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