THE IMPACT OF TRANSFORMATIONAL LEADERSHIP ON EMPLOYEE PERFORMANCE: THE MEDIATING ROLE OF HRM
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Increasing competition among higher education institutions has heightened the importance of effectively managing academic talent, making employee performance central to organizational sustainability. Although prior research has established a positive association between transformational leadership and employee performance, the mechanisms underlying this relationship in highly institutionalized university contexts remain insufficiently understood.
This study investigates the effect of transformational leadership on the performance of academic and administrative staff in higher education institutions and examines the mediating role of human resource management. Survey data were collected from 541 university employees in Kunming, Yunnan Province, using a five-point Likert-scale questionnaire. Regression analysis, mediation analysis, and structural equation modeling (SEM) were employed to test the proposed relationships.
The results indicate that transformational leadership positively influences employee performance and human resource management practices, while human resource management partially mediates the leadership–performance relationship. These findings suggest that leadership effects on performance in universities operate not only through direct influence but also through formal human resource management systems, contributing to the literature on leadership and performance in higher education contexts.
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