Document Type

Conference Paper


The purpose of this paper is to examine the nature of the relationship between transformational leadership, meaningful work and workplace engagement. Although there is consensus that better engaged employees help organizations to perform better, industry reports indicate that only one fifth of employees are engaged in their work. While there is some evidence in the literature to suggest a link between transformational leadership factors such as idealized influence, inspirational motivation, intellectual stimulation and individualized consideration, and the components of workplace engagement such as vigor, dedication and absorption, little is known about the nature of this relationship. This paper proposes a conceptual framework supporting an indirect relationship between transformational leadership and followers’ workplace engagement, a relationship mediated by followers’ perceptions of meaningful work. The paper provides insights into enhancing followers’ workplace engagement via transformational leaders through their ability to create meaningful work. The proposed conceptual framework has implications for researchers examining the link between transformational leadership and work engagement, and for organizations keen to improve employee engagement levels through by leaders.