Transformational leadership synopsis [www.writekraft.com]

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Transformational Leadership & Organizational Identification of Employees : A
Study in the Indian IT Sector
Introduction
The role of leadership in any organization cannot be overempasized.Leadership was primarily seen
as an exchange process (Homans , 1950 ). However, it was James Mcgregor Burns (1978) who
conceptualized leadership into its two present forms: transformational leadership and transactional
leadership. Transformational leaders areleaders who inspire and motivate their followers to achieve
extraordinary outcomes and also in the process improve their own leadership capacity. Transactional
leaders are those who believe in exchange relationship. When subordinates perform well they are
rewarded and when they perform poorly they are punished. Research exemplified by P.M Podskasoff
(1996) and his full range model of leadership showed that contingent reward is more effective under
various circumstances.
Since the past two decades, transformational leadership has emerged as one of the most researched
theories in the organizational behavior domain in understanding of leadership effectiveness.(Piccolo
and Colquitt, 2006; Barling, Christie and Turner, 2008). Researchevidences suggest that
transformational leadership has a positive effect on follower work attitudes and performance at both
the individual as well as at organizational levels (e.g.,Lowe, Kroeck, &Sivasubramaniam, 1996).
Indeed metaanalytic reviews have shown positive associations between transformational leadership
and work outcomes of interest to the organisation such as job satisfaction, organizational commitment
etc (Judge & Piccolo, 2004; Lowe et al., 1996). Despite this, limited attention has been paid to the
organisationalmechanisms underlying theserelationships (Avolio et al., 2004).
Some leadership researchers (e.g., Shamir, House, & Arthur, 1993; Yukl, 2010) however consistently
emphasize that different transformational leader behaviors might involve different influence
processes.
Leadership and Influence processes
Research shows that transformational leadership is positively related to organizational learning
(Bhat , 2013; Garcia , 2012 ; Hugo , Vlado& Miha,2009). Organizational learning is a social
phenomenon (Bhat , 2013). An individual’s learning depends on the knowledge that other members of
the organization possess(Figueiredo , 2003). The social interaction not only facilitates coordination
and communication but also learning. In order to leverage knowledge based resources throughout the
organization, the firm should promote organizational learning (Tetrick& Da Silva , 2003). According to
S Ganapathy and Kumar (2000) , Organizational learning occurs at three levels – at the individual
level learning is all about the development of specific skills at the work place, at the group level
members obtain a context for learning and guidance for the future learning through shared
experiences and at the organizational level , learning is more formal and results in the development
and maintenance of procedures to enhance learning outcomes.

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Research evidences also suggest that transformational leadership positively affects organizational
justice (Rokhman&Hassan , 2012 ; Pillai , Schriesheim, Williams,1999).According to Greenberg
(1990) organizational justice refers to the employees perception of fairness in organization including
how decisions are made regarding the distribution of outcomes and the perceived fairness of those
outcomes.
Both these constructs of organizational learning and organisational justice are important in
determining work related attitudes and emotions respectively.Thus the employees feel more
emotionally attached to and involved in the organization .They feel a sense of ownership and more
psychologically empowered. According to K.WThomas and Velthouse (1990),psychological
empowerment is defined as the intrinsic motivation manifested in four cognitions reflecting an
individual’s orientation to his or her work role. The four dimensions are meaning,competence ,self
determination and impact. Meaning refers to a fit between one’s work role requirement and one’s
beliefs, values and behaviors. (Brief and Nord , 1990). Competence refers to one’s belief in his
capability to perform work activities with skill. (Gist and Mitchell , 1992). Self determination refers to
the sense of choice in initiating and regulating one’s actions. (Deci and Ryan , 1985). Impact is the
degree to which one can influence strategic , administrative or operating outcomes at work.(Ashforth ,
1989).
Gary Yukl (2010) proposed that leadership enables the process of building commitment to the
organization’s objectives and can empower followers to accomplish these objectives. Followers who
feel more empowered tend to reciprocate by being more committed to their organization (Koberg et
al., 1999; Wang & Lee, 2009), which suggests that followers may be more likely to identify with their
organization. Organizational Identification is defined as the organizational member’s perception of
oneness with the organization (Ashforth&Mael , 1989). Organizational Identification includes cognitive
as well as emotional components ( Zhu , Sosik , Riggio ,2012).. The cognitive component refers to the
common interests that an individual shares with the organization and the calculative benefits that
he/she gains by association with the organisation. The emotional component refers to an individual’s
positive image of one’s organisation.
Theoretical perspectives
According to the self concept based theoretical model proposed by Shamir et al (1993) ,
transformational leaders influence their followers in three ways: by increasing followers’ self-efficacy,
by influencing followers’ value internalization, and by facilitating followers’ social identification with the
group.
R Kark, Shamir, and Chen (2003) further proposed that follower social identification mediates the
effect of transformational leadership on follower psychological states, such as organizational-based
self-esteem and collective efficacy.
However, the underlying processes through which transformational leadership affects follower social
identification is not explained and thus, there is a gap in the literature that is aspired to be filledup
through this study.

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The main purpose of the study is three fold:The first objective is to examine the underlying
organisational processes through which transformational leadership influence employees’
identificationwith the organization. Secondly, to examine the role of organisational learning and
organizational justice as mediators in the relationship between transformational leadership and
psychological empowerment is one of the main purposes of this study. The third objective is to
examine the role of psychological empowerment as a mediating factor between transformational
leadership and employee’s identification with the organization.
Review of Literature
Transformational Leadership can be defined as the way of leadership that aims performance beyond
the subordinate’s expectations by transforming their emotions,thoughts, beliefs and values. (Rafferty
&Griffin, 2004).
According to transformational leadership theory (Bass, 1985) and self-concept-based explanations of
such leadership (Shamir et al., 1993; Sosik& Cameron, 2010), transformational leaders influence
followers’ self-definitions, affect, values, beliefs, and behaviours.
They also empower followers to recognize the importance of their work and develop their knowledge,
skills and abilities to reach their full potential (Bass, 1985). Thus, transformational leaders are likely to
be associated with empowered followers who possess strong identification with their organizations.
Transformational leaders empower their followers and pay attention to their individual needs and
personal development.
In order to leverage knowledge based resources and empower their employees throughout the
organization, the firm should promote organizational learning (Tetrick& Da Silva , 2003).
Transformational leaders emphasize organizational justice, so that followers are more likely to identify
with the leader and the organization.(Zhu , Sosik , Riggio& Yang , 2012)
The following presents the literature review in a concise manner.
Literature Reviewin brief
Studies on Transformational Leadership & Organizational Learning
AuthorName
&Journal
Paper Thrust Findings
Correa , Morales , Pozo
,Industrial Marketing
Management 36 (2007) , 349-
359
Leadership and organisational
learning’s role on innovation
and performance : Lessons
from Spain
Organizational Learning and
Transformational Leadership
factors influence firms to
develop and implement
organisational innovation.
Transformational leadership
style improves the
development of learning within
an organization and hence
influence innovation.
Mirkamali ,Thani ,
Alami.Procedia Social and
Behavioural Sciences 29(2011)
139-148.
Examining the Role of
transformational leadership and
job satisfaction in the
organizational learning of an
automative manufacturing
company
The main purpose of this study
is to establish a mutual
relationship between
organizational learning.
The findings suggest that
organizational learning is
relatively desirable. It also
shows that work experience
does not create a difference in
organizational learning but

4
gender and education play an
important role in risk
receptivity, exploring reasons
for mistakes and taking
advantage of experiences and
risk receptivity components
respectively.
Montes , Moreno ,
Morales.Technovation
25(2005) , 1159-1172.
Influence of support leadership
and teamwork cohesion on
organizational learning ,
innovation and performance :
an empirical examination
The main focus of this paper is
on the effects that
organizational learning and
teamwork cohesion have on
organizational’s capacity to use
innovation so as to meet the
changing needs of the
environment.
Teamwork cohesion ,
technical and administrative
cohesion is enhanced by
support leadership. Also
teamwork cohesion promotes
organizational learning which
in turn enhances the
organizational performance.
Morales ,Barrionuevo ,
Guturrez.Journal of Business
Research 65(2012) 1040-1050
influence on organizational
performance through
innovation.
This study analyses the
influences of transformational
leadership on organizational
performance through the
dynamic capabilities of
innovation.
Findings suggest that
organizational performance is
influenced by transformational
leadership positively through
innovation.
Hassan , Khalid and
ZamirWorld Applied Sciences
Journal 27(10):1372-1379 ,
2013.
Interrelationship among
transformational leadership ,
organizational innovation : A
study of Pakistan’s telecom
sector
This study analyses the effect
of transformational leadership
on the level of organisational
learning and organizational
innovation in the telecom
sector of Pakistan.
The findings shows that strong
and supportive leadership leads
towards organizational
innovation. Organizational
learning promotes incessant
motivation and avoids
stagnation. Transformational
leadership promotes
organisational learning that
leads to organizational
innovation and high
competitive advantage.
Aruna B Bhat , Santosh
Rangnekar ,
MukeshBarua.Elite Research
Journal of Education and
Review , Vol 1 (4) pp 24-31 ,
June 2013
Impact of Transformational
Leadership Style on
Organisational Learning
The main objective of the
paper is to explore certain
characteristics or factors of
transformational as well as
transactional leadership which
significantly affects
The findings shows that
Transformational leaders affect
significantly negative to
contingent reward of
transactional leadership
however significantly affects
organizational learning. Also
its found that innovation and
experimentation dimensions of
organizational learning has
more effect on transactional
leadership as compared to
transformational.
Studies on Transformational Leadership & Organizational Justice
AuthorName
&Journal
Storm , Sears , Kelly . Journal
of Leadership and
Organizational Studies 2014
Vol 21(1) 71-82
Work engagement : The role of
Organizational Justice and
Leadership Style in Predicting
Engagement among Employees
The main focus of this study is
to contribute to the engagement
literature by examining the two
social contextual variables
preceding engagement ,
specifically organisational
justice and leadership style.
The findings suggest that the
set of results is consistent with
the principles of leader fairness
theory. It also suggests that a
low transactional leadership
style elicits uncertainity about
one’s social self in the context
of the workplace and this state
of uncertainty incites an
employees intensified desire to
seek justice related
information.
WahiburRoshman and
ArifHassan.World Review of
Business Research Vol 2 No 4
July 2012 Pp 164-171
and Work Outcomes :
Organizational Justice as the
Mediator
to establish the potential
mediating role of
organizational justice in the
The test of mediation effect of
procedural justice on
work outcome revealed no
significant effect on job
satisfaction and turnover

5
work outcomes (ie job
satisfaction ,organizational
commitment and turnover
intention. Organizational
Justice theory has been used as
an useful framework towards
understanding
individuals’attitude towards
work , work behaviour and job
performance.
intention , however it was
partially significant with
organizational commitment.
Piyali Ghosh , AlkaRai and
Apsha Sinha .Personnel
Review Vol 43 No 4 , 2014 pp
628-652
Employee Engagement-
Exploring the linkages in
public sector banks in India
The main focus of this study is
to explore whether the
perceptions of distributive ,
procedural and interactional
justice are related to employee
engagement as an extension of
the antecedent-consequences
model of Saks(2006), and to
examining the possibility of
inter relationships between
these three dimensions of
justice.
Findings suggests that
distributive , procedural and
interactional justice are related
to each other. Also distributive
and interactional justice take
precedence over procedural
justice in determining job
engagement while distributive
justice plays the most
important role in determining
organisational engagement
followed by procedural and
interactional justice.
ZunnoorainKhan ,Shahzad
Khan ,
SaibShahzadInternational
Review of Management and
Business Research , Vol 2
Issue 3 ,September 2013 pp
847-852.
Moderating Role of Procedural
Justice and Empowerment in
with its impact on
Organizational Commitment
The rationale of the study is to
find out the importance of
its impact on organizational
commitment with the
moderating role of procedural
justice and empowerment.
Findings suggest that
organizational commitment are
closely intertwined in a
positive relationship. It also
shows insignificant results on
the relationship that exists
between procedural justice and
organizational commitment ,
however the relationship is
positive.
Richard J Eberlin , B Charles
Tatum . Management Decision
, Vol 46 No 2 , 2008 , pp 310-
329
Making Just Decisions :
Organizational Justice ,
Decision Making and
Leadership
This study understands the
complex relationships among
organizational justice , decision
making and leadership.
Different kinds of leaders adopt
differing decision making
approaches.
Findings suggest that managers
rated high on social justice
portrayed transformational
leadership . Also managers
rated lower on social justice if
they portrayed as restricted in
their decision making
approach. Justice ratings were
significantly influenced by
leadership style and decision.
Upasna A Agarwal , Personnel
Review, Vol 43 No 1 , 2014 ,
pp 41-73
Linking Justice , trust and
innovative work behaviour to
work engagement.
This study examines the
antecedents , outcomes and
psychological experiences that
impact work engagement. It
also examines the impact of
justice on employee
engagement levels.
Findings depicts that
procedural justice ,
interactional justice and
psychological contract
fulfilment are positively related
to work engagement with trust
as the mediating element.
MarzichAlvandi , Hamid
Faroghi , Majid
SuleymaniInternational
Research Journal of Applied
and Basic Sciences. Vol 8 (2) ,
pp 146-149, 2014
The Relationship between the
Empowerment of the
Employees of Hamdan Sport
and Youth Government Offices
in Iran.
This study attempts to show the
relationship between the
organizational justice and
empowerment of employees of
the Hamadan Sport Youth
Government Offices.
Results indicate that
meaningful and positive
relationship exists between
organizational justice and its
aspects with the empowerment
of the employees. However no
relationship was established
between organizational justice
and the feelings of efficacy.
RajnandiniPillai ,Scandura and
Williams . Journal of
International Business Studies
.Vol 30 No 4 , 1999.
Pp 763-779
Leadership and Organizational
Justice : Similarities and
Differences Across Cultures
The main purpose of the study
is to explore the possible
differences and similarities of
leadership and organizational
justice in each culture.
Transformational Leadership is
found to enhance perceptions
of procedural fairness in all
cultures. Transformational
Leadership is found to be
participative and more
effective in influencing job
attitudes in low power distance
countries.
P Krafft , AS Engelbrecht , CC
Theron . SA Journal of
Industrial Psychology.
Vol 30 (1) , 2004, pp 10-18
The influence of
transformational and
transactional leadership on
dyadic trust relationships
through perceptions of trust.
The focus of this paper is to
investigate the relationship
between transformational
leadership and transactional
leadership and interpersonal
trust and whether
Findings suggested that
interactional justice played a
greater role than procedural
justice in relationship between
transformational leadership.
Distributive justice mediated

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organizational justice plays a
mediating role.
the relationship between
trust.
Studies on Transformational Leadership,Organizational Learning, Organizational Justice,
Empowerment & Work Outcomes
AuthorName
&Journal
Munir ,Rehman , Malik and
Mamor. Procedia Social and
Brhavioural Sciences 65 (2012)
885-890 ,
Relationship between
Transformational Leaderhsip
and Employee’s Job
Satisfaction among the
academic staff
to understand that
job satisfaction are two
important elements in creating
a healthy organization.
plays an important role in
influencing job satisfaction.
SumitJha ,South Asian Journal
of Global Business Research
Vol 3(1) , 18-35.
and Psychological
Empowerment: Determinants
of OCB
The focus of the paper is to
understand the various
antecedents of OCB. It also
studies the relationship
leadership and OCB with
Psychological empowerment as
the moderating factor.
Positive relationship exists
leadership & OCB. The
moderating effect of
psychological empowerment
on OCB is also found
significant.
KhalifSafari ,Haghighi ,
Rastegar, Jamshidi. Procedia
Social and Behavioral
Sciences, 30(2011). 1147-1152
The Relationship between
psychological empowerment &
Organizational Learning.
The main focus is to
investigate the relationship
between psychological
empowerment and
Results indicated that amongst
factors of psychological
empowerment self efficacy,
self determination , impact and
meaningfulness had most
power to predict the
Mohammad Ali Mostafapour,
Khadije. Journal of Basic
Applied Sciences & Research.
2(12),569-575.
Study of the relationship
between Organizational
Learning and Empowerment
Strategy for Staff working at
Education Administration.
The study was meant to
research the relationship
between organizational
learning and empowerment
strategy for staff working at
education administration.
Results indicate meaningful
organizational learning and the
empowerment of the
employees.
Kollmann , T Stockmann ,
Knell , Peschl , Buchwald.
Central European Business
Review, Volume 2 , Number 1
, March 2013.
Integrating dependency on the
leader and empowerment into
transformational leadership-
creative performance
relationship
The focus of the paper is that
creativity is an outcome of
transformational leadership as
a result of follower’s emotional
attachment to the leader and
the motivational arousal of the
followers as a consequence of
the leader’s behaviour.
Dependence is a negative side
effect of transformational
leadership in terms of the
outcome of employee
creativity.
Empowerment is a creativity
encouraging behaviour which
can stimulate creativity.
Fabian O Ugwu , Ike E Onjushi
, Alma Sanchez . Personnel
Review , Vol 43 No 3, 2014,
pp 377-400
Linking organizational trust
with employee engagement :
the role of psychological
empowerment
The present study attempts to
explore the relationships
among organizational trust ,
and work engagement in
Nigeria. More specifically it
aims to investigate the
moderating role of
psychological empowerment in
the relationship between
organizational trust and work
engagement.
The results suggests that
organizational trust and
are predictors of work
engagement. It also shows a
moderating effect of
empowerment on the
relationship between trust and
engagemement.
MarzichAlvandi , Hamid
Faroghi , Majid
SuleymaniInternational
Research Journal of Applied
and Basic Sciences. Vol 8 (2) ,
pp 146-149, 2014
The Relationship between the
Empowerment of the
Employees of Hamdan Sport
and Youth Government Offices
in Iran.
This study attempts to show the
relationship between the
organizational justice and
empowerment of employees of
the Hamadan Sport Youth
Government Offices.
Results indicate that
meaningful and positive
organizational justice and its
aspects with the empowerment
of the employees. However no
relationship was established
between organizational justice
and the feelings of efficacy.
Dennis Wat , Margaret A
Shaffer . Personnel Review ,
Vol 34 , No 4 , 2005
Pp 406-422
Equity and relationship quality
influences on organizational
citizenship behaviors-The
mediating role of trust in the
supervisor and empowerment
The main purpose of the paper
is to develop and test an
expanded social exchange
model of organizational
citizenship behaviour (OCB)
that includes characteristics of
Findings reveal that there is a
direct effect of trust in the
supervisor and psychological
empowerment on all
dimensions of the OCBs. Trust
in supervisor played an

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the social context to engage in
citizenship behaviors.
important mediating role in all
relationships.
Bruce J Avolio ,Weichun Zhu ,
William Koh and Puja Bhatia
Journal of Organizational
Behavior . Vol 25 , pp 951-968
, 2004
and organizational commitment
: mediating role of
and moderating role of
structural distance.
The main thrust of the study is
to examine the underlying
processes through which
transformational leadership
influence followers
organizational commitment by
emphasizing on psychological
empowerment and also to
explore the moderating role of
structural distance on the
Results shows positive
association of transformational
commitment. Also empowered
employees reciprocate more
with higher levels of
commitment to their
organizations.
Dr. Rashid Saeed ,Arshia
Hashmi , Lodhi , Moeed
Ahmad , Mohammad Arshad ,
Azeem Ahmad . Journal of
Basic and Applied Scientific
Research
Vol 3 (6) , 2013 , pp 38-36
The effect of Transformational
Leadership on Organizational
Commitment with a mediating
effect of psychological
empowerment.
This paper evaluates the
mediating role of psychological
empowerment with causal
effect for the relationship of
This paper also tries to find the
impact of transformational
leadership on organizational
commitment.
The results of the study reflects
that psychological
empowerment positively
mediate the relationship
commitment.
Rolf Van Dick , Giles Hirst ,
Michael W Grojean , Jan
Wieseke. Journal of
Occupational and
Organizational Psychology
Vol 80 , 2007 , pp 133-150
Relationships between leader
and follower organizational
identification and implications
for follower attitudes and
behaviour.
The main purpose of the paper
is to investigate whether leader
organizational identification
and whether this relationship in
turn enhances follower job
satisfaction and OCB.
The findings suggests that
leaders self construal in terms
of the organization is related to
follower organizational
identification and this leads to
greater follower satisfaction
and a greater willingness to
exert extra effort on behalf of
the organization.
Research Gaps
After reviewing the literature, the following gaps were found.
1. The underlying processin the organisation through which Transformational Leadership
influences follower’s organizational identification is still not explored.
2. Organizational Learning and Organizational Justice as mediation factors influencing
psychological empowerment of employees needs to be studied as no relevant studies are
there in the Indian Context.
3. To date, little is known about the links between leadership and organizational justice other
than in Western cultures.
4. Further there has been very few research examining the relationship between
transformational leadership and organizational justice in India.
5. Very few studies on Transformational Leadershiphas been focussed on the IT Sector in India
Rationale
In this age of rapid changes in the business environment, a kind of leadership is required that enables
organizations to transform themselves and cope with the continual changes. Leaders should be able
to help the organization to develop a vision; to mobilize the organization to accept and work towards
achieving the new vision; to institutionalize the changes that must last over, and help the employees
to actualise their fullest potential. Such leaders are called transformational leaders as they create

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something new out of something old. Transformational leaders continually strive towards improving
their leadership qualities and also stimulate their followers to exhibit outstanding performance (Bass,
1985).
Transformational leadership plays a crucial role in an organization. A transformational leader changes
the existing organizational culture with a new vision and a revision of its shared assumptions, values
and norms. In Indian organisations, which functions primarily on the strength of trust and relationship
between its members, the effects of transformational leadership will be more visible (Balaji& Krishnan,
2014). Indian values in organisations are 1.Preference for hierarchy 2.Embeddedness 3.Personalised
rather than contractual relationship 4.Harmony 5.Duty and obligation rather than hedonism(Sinha,
2000). R.V.Krishnan (2001), however,argues that Indian culture is conducive to emergence of
transformational leadership as fundamental beliefs that are unique to Indian worldview, i.e.,
preference for action, potential divinity and goal freedom facilitate the emergence of transformational
leadership. According to B.Bass and Steidlemeier(1999) , the congruence in values between the
leader and follower is the moral foundation of transformational leadership. Followers mould their
beliefs, feelings and behaviour according to those of the leader. According to Brown (1994),
transformational leadership is the need of an evolving technological society. Transformational leaders
must meet market demands faster and better than before, given the increasingly interdependent
economy.
Further, in the IT sector, the organizational belief system plays a very significant role in enhancing an
employee’s commitment (Chandna& Krishnan, 2009).The transformational leader in the IT sector
could enhance the employees work beliefs by increasing their sense of ownership and empowering
them. The leaders also encourage their employees to challenge the old assumptions and drive them
to learn more and hence intellectually stimulate them. Organisational learning mechanism enables
employees to develop these work related attitudes at all levels: individual, team and organisational
level.
Employees feel more emotionally attached to and involved in the organization if steps are taken to
ensure positive emotions as to how their work affects the organization. The employees should feel
that if their work serves the group’s interest it will result in their own success. Hence a reward system
with a transparent performance-reward relationship has to be in place. Therefore, organisational
justice plays an important role in inducing work-related positive emotions. In addition, a sense of
identification with the organisation is thus cultivated within the employees.
Hence, this study is an attempt to examine the constructs of transformational leadership,
organizational learning, organizational justice and psychological empowerment in enhancing the
organisational identification of the employees.
Problem Statement
Leadership management in the organisation is moving towards the trend of Transformational
Leadership (Crawford, 2005).According to Hater and Bass (1988) considerable research has been

9
done on exchange relationship between the leader and subordinate . The concept of transformational
leadership is based on strong personal identification and going beyond a self interested exchange of
rewards between the leader and the subordinate . The question thus arises is how does this
transformational leadership make a difference in the follower’s identification. There are studies which
have explored the relationship between transformationalleadership and follower identification,
however the underlying mechanisms have not been entirely clear. The academia is yet to fully
examine the mediating factors between transformational leadership and follower identification.
Additionally most of the studies have been conducted in the Western Context. There is a need to
examine this leadership construct in other cultural contexts. The present study is based on these
concerns, and takes into account the constructs of Organizational Learning, Organizational Justice
and Psychological Empowerment in establishing the relationship between Transformational
Leadership and Employee’s Organizational Identification.
Research Questions
Thus the following questions need to be answered.
 What are the relevantdimensionsof Transformational Leadership so far as the employees of
IT Sector of India is concerned?
 What are the relevant dimensions of Organizational Identification of the employees?
 What is the impact of manager’s transformational leadership style on the organizational
identification of the employees?
 What are the underlying processes which impact the relationship between Transformational
Leadership and Employee’s Identification with the Organisation?
1. What is the impact of Transformational Leadership on Psychological Empowerment of the
employees? And how it is acting as a mediating factor between Transformational
Leadership and Employee’s OrganizationalIdentification?
2. To what extent transformational leadership affects the level of organizational learning?
3. Does organizational learning mediate the relationship between Transformational
Leadership and Psychological Empowerment?
4. To what extent does transformational leadership affect the level of organizational justice?
5. Does organisational justice mediate the relationship between transformational leadership
and psychological empowerment of the employees?
 What recommendations can be formulated from the results?
Theoretical Framework
According to the self-concept based theoretical model proposed by B Shamir (1993) ,
transformational leaders influence their followers in three ways: by increasing followers’ self-efficacy,
by influencing followers’ value internalization, and by facilitating followers’ social identification with the
group.

10
Model 1
R Kark, Shamir, and Chen (2003) further proposed that follower social identification mediates the
effect
Of transformational leadership on follower psychological states, such as organizational-based self-
esteem and collective efficacy.
Model 2
Hypothesized Causal Model
Based on the review of the literature, the following model has been inferred. Transformational
leadership helps the employees to grow and develop by empowering them and by aligning the
objectives and goals of the individual followers, the leaders, the group and the organization. This
empowerment can be brought about by promoting organizational learning and organizational justice
Transformational
Leadership
Followers’ value
internalization
Followers’ social
identification
Followers’ self-
efficacy
Transformational
Leadership
Transformational
Leadership
Followers’ social
identification
Self EsteemFollowers’ social
identification
Collective
Efficacy

11
throughout the organization. As a result of the increased empowerment of the followers they would
tend to identify themselves more with the organisation.
Objectives
The present study hasthe following objectives:
1. To examine whether transformational leadership plays a significant role in the organizational
identification of the employees.
2. To examine organizational learning and organizational justice as functions of transformational
leadership.
3. To examine whether transformational leadership significantly affects the level of psychological
empowerment of the employees.
4. To explore whether psychological empowerment of employees varies significantly with
varying levels of organizational justice and also that of organisational learning.
5. To examine the organizational identification as a function of psychological empowerment of
the employees.
6. To explore the structure of relationship between all the variables included in the hypothesized
causal model.
Hypotheses:
 H1: Transformational Leadership will have positive and significant impact on the
organizational identification of the employees.
 H2: Transformational Leadership is positivelyand significantly related to Organisational
Learning.
 H3:Transformational Leadership ispositively and significantly related to Organizational
Justice.
 H4: Psychological Empowerment of employees will vary significantly with varying levels of
 H5: Psychological Empowerment of employees will vary significantly with varying levels of
Organizational Justice.
 H6: Psychological Empowerment of employees leads to Organizational Identification of
employees.

12
 H7: Organizational Learning mediates the relationship between transformational leadership
and psychological empowerment of the employees such that transformational leadership will
have stronger positive relationship with the psychological empowerment of the employees.
 H8:Organizational Justice mediates the relationship between transformational leadership and
psychological empowerment of the employees such that transformational leadership will have
stronger positive relationship with the psychological empowerment of the employees.
 H9:Psychological Empowerment positively mediates the relationship between
transformational leadership and Organisational Identification of the Employees.
Method of Study
Sample: The sample of the present research will consist of a total of 400 employees. The study shall
be focussed in the IT sector of India. Simple Random sampling and Stratified Random Sampling will
be used to collect the data of the proposed study. Important demographic variables like gender, age
range, annual income, etc. will also be taken into consideration in the proposed study.
Data Collection: Questionnaires and interview shall be used for the purpose of data collection.
Data Analysis: Multiple Regression and Structural Equation Modelling shall be used for the Analysis
of Data using SPSS Version 20.
Significance of the study
This study may contribute to the growing understanding of effectiveness of transformational
leadership outside of the Western Culture. There are a large number of studies on transformational
leadership in the west. However, as far as India is concerned, the exploration of this topic is still in its
infancy. This study will focus on the IT sector of India which is one of the fastest growing one and also
one of the most prospective sectors that contributes to the country’s GDP.
This study will be focussed on the IT sector in India. IT sector is fast developing and the backbone of
economy. This study will provide additional support for transformational leadership theory by
demonstrating a motivational mechanism through which employees identify with their organizations.
This study would also provide guidance to the managers as to how transformational leadership may
be utilized to the benefit of the organizations in the IT sector in particular and other sectors in
general.. This proposed study would also suggest specific measures, techniques and strategies for
enhancing the overall performance and productivity of the employees because it is well believed fact
that the productivity of any organization is dependent on effective leadership. Therefore, HR policy
implications could be the important contributions of this present research.
Limitations

13
1. This study is solely confined to the IT sector. Therefore, thefindings may not be generalizable
to all kinds of organizations. The same study can be replicated in the other sectors to see the
difference in the results.
2. The sample size considered in the study may not be adequate to reflect the actual scenario in
the workplace.
3. This study would be based on the employees’ perception of leadership style and other
variables included in the study. The leaders’ perspectives are not considered for the purpose
of cross validation of data.
Timeline
Total time period required will be 4 years.
Time Duration Distribution of Work
July 2013 to December 2013 Course work, deciding on tentative topic. Collection of material
January 2014 to June 2014 Course work, review of literature, Developing the Research Model
July 2014 to December 2014 Finalising research proposal, registration seminar, preparing
questionnaire, library visits, attending conferences
January 2015 to June 2015 Review of literature, Pilot Study, Field work, Data collection, Library
visit
July 2015 to December 2015 Review of literature, data analysis and interpretation, thesis writing ,
attending conferences
January 2016 to June 2016 Review of new articles, compiling the results of the analysis and
interpretation, thesis writing and attending conferences
July 2016 to December 2016 Review of new articles, writing the interpretation of result, thesis
writing, attending conferences
January 2017 to June 2017 Final corrections and submission of thesis
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