Analyzing the Mediating Role of Emotional Intelligence in the Effect of Psychological Capital and Transformational Leadership Style on Job Engagement
Keywords:
Psychological capital, transformational leadership style, job engagement, emotional intelligenceAbstract
This study aimed to examine the effects of psychological capital and transformational leadership style on job engagement with a focus on the mediating role of emotional intelligence. The study applied an applied, descriptive-survey design. The population consisted of 395 employees of the Tabriz Water and Wastewater Company, from whom 195 participants were selected using Cochran’s formula through simple random sampling. Data were collected using standard questionnaires measuring job engagement, psychological capital, transformational leadership style, and emotional intelligence. Reliability was assessed through Cronbach’s alpha and composite reliability, and validity was confirmed through face validity, confirmatory factor analysis, convergent and discriminant validity. Data were analyzed using partial least squares structural equation modeling. Psychological capital had a significant positive effect on job engagement (β = 0.251, t = 3.627). Transformational leadership style also significantly increased job engagement (β = 0.229, t = 2.358). Emotional intelligence significantly mediated the relationship between psychological capital and job engagement (z = 3.558), as well as the relationship between transformational leadership and job engagement (z = 3.838). The findings suggest that psychological capital and transformational leadership style enhance job engagement both directly and indirectly through emotional intelligence, highlighting the importance of developing these capacities to foster a more engaged workforce.
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