Measuring Transformational Leadership, Employee Engagement, and Employee Productivity: Retail Stores
Date of Conferral
1-1-2021
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Dr. Natalie Casale
Abstract
Retail stores are less profitable because of poor productivity from disengaged employees. Retail store leaders must prioritize employee productivity, as low productivity can negatively impact business performance with financial consequences. Grounded in transformational leadership theory and the theory of work engagement, the purpose of this quantitative correlational study was to examine the relationship between transformational leadership, employee engagement, and employee productivity in retail stores. Survey responses were collected from 119 nonmanagerial employees in the retail sector in the eastern United States. The results of the multiple linear regression analysis indicated the model was statistically significant, F(7, 112) = 35.149, p < .01, R2 = .69. The only two significant individual predictors were individual consideration (t = 4.10, p < .01) and vigor (t = 5.36, p < .01). A key recommendation is for retail store leaders to enact strategies promoting vigor- employees who work with high energy and effort levels, and to employ a transformational leadership style, particularly showing employees individualized consideration. Creating such a positive working environment for employees will improve their productivity. Implications for positive social change include the potential for retail managers to increase competitiveness for retail stores. The success of retail businesses, driven by improved worker productivity, may ensure financial stability for workers, families, and communities.
Recommended Citation
DeSilva, Shamika Schumane, "Measuring Transformational Leadership, Employee Engagement, and Employee Productivity: Retail Stores" (2021). Walden Dissertations and Doctoral Studies. 11452.
https://scholarworks.waldenu.edu/dissertations/11452
