Predicting Employee Productivity Based on Transformational Leadership Style and Organizational Social Capital Commitment

Abstract

This study aimed to examine the impact of transformational leadership style and organizational social capital commitment on employee productivity. This research was a descriptive-correlational study conducted in a specific organization. A sample of 250 employees was selected using simple random sampling based on the Morgan and Krejcie table. Standardized questionnaires were used to measure the variables: the ACHIEVE Employee Productivity Questionnaire, the Multifactor Leadership Questionnaire (MLQ), and Nahapiet and Ghoshal’s (1998) Organizational Social Capital Questionnaire. Data were analyzed using SPSS version 27. Pearson correlation was used to examine relationships between variables, and linear regression analysis was applied to assess the impact of independent variables on employee productivity. The results indicated a significant positive relationship between transformational leadership style and employee productivity, as well as between organizational social capital commitment and employee productivity. Pearson correlation coefficients showed that transformational leadership style was positively correlated with employee productivity (r = 0.52, p < 0.001), and organizational social capital commitment was also positively correlated with employee productivity (r = 0.46, p < 0.001). Linear regression analysis revealed that transformational leadership had a stronger impact on employee productivity than organizational social capital commitment (β = 0.41 vs. β = 0.33). Findings suggest that a combination of transformational leadership and organizational social capital commitment plays a significant role in enhancing employee productivity. Therefore, organizations should focus on developing transformational leadership skills and strengthening social capital in the workplace.