Employee Engagement Drivers and Organizational Change Management: A Mediating Role of the Transformational Leadership in Pak-China Tourism Perspective
Keywords:Employee Engagement, Transformational Leadership, Change Management Process, Structural Equation Modeling
This research aims to study the drivers of employee engagement and the leader's behavior in igniting the employee's work engagement. It explored a broad spectrum of drivers and the mediating role of leaders that exploit employees' competitive advantage. The study focuses on China (Yunnan) and Pakistan (GB) as study areas. The dynamics of organizational processes in Pakistan's public and private sectors are distinctive. On the other hand, Chinese organizations are up to scratch, adherent to the phenomenon of “change is constant” under constitutional law. This study employed a deductive approach based on quantitative and descriptive techniques. This research posits the perfect relationship between creative leadership and flourishing employees based on their organizational responsibilities. This study will discern the multicultural observation for the organizational process because of in-depth research conducted using a self-administered questionnaire for collecting the data from the top, middle, and lower-level managers of the tourism sector from Pakistan and China with a sample size of 478 respondents. The study used a measurement model for validity and a structural model using Structural Equation Modeling (SEM) to test the proposed hypotheses. The study has contributed the theoretical perspective to support theories like Leader-Member Exchange (LMX), Social Exchange Theory (SET), and Communication Theory for tourism sectors. The findings show that transformational leadership mediates employee engagement drivers and the organizational change management process. This study will help in employee engagement by determining any employee's role in the organizational change management process to improve the organizational change management process.
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