Joint Mediation of Psychological Empowerment and Work-Life Balance Between Transformational Leadership and In-Role Performance of Employees

Researchers from the University of Nigeria have conducted a comprehensive study to investigate the relationship between transformational leadership and in-role performance of employees in Nigerian not-for-profit universities. The investigation involved a 360-degree performance review of employees, collecting data from various sources, including employees, supervisors, colleagues, and customers. The study found that psychological empowerment and work-life balance jointly mediate the high relationship between transformational leadership and in-role performance of faculty finance officers.

Key Takeaways:

• The study involved a sample of 360 participants, comprising 36 faculty finance officers, 36 assistant faculty finance officers, 36 deans of faculties, 36 finance supervisors, 108 undergraduate and 108 postgraduate students from Nigerian universities.
• The research used the Multifactor Leadership Questionnaire, employees' in-role performance questionnaire, four dimensions of psychological empowerment questionnaire, and work-life balance questionnaire to collect data.
• The reliabilities of the questionnaires were estimated using Cronbach's alpha technique.
• The study found that psychological empowerment and work-life balance jointly and significantly mediated the relationship between transformational leadership and in-role performance of faculty finance officers.
• The study established that transformational leadership is positively related to in-role performance of employees, and psychological empowerment and work-life balance are both significant mediators of this relationship.
• The research has implications for researchers and organizational practitioners, including the need for more studies to investigate the relationship between transformational leadership and in-role performance in different contexts.
• The study suggests that psychological empowerment and work-life balance are critical factors in enhancing the relationship between transformational leadership and in-role performance of employees.

Statistics:

• 360 participants were involved in the study, comprising 36 faculty finance officers, 36 assistant faculty finance officers, 36 deans of faculties, 36 finance supervisors, 108 undergraduate and 108 postgraduate students from Nigerian universities.
• 5000 re-samples BC bootstrapping method was used to test the hypotheses, with a significance level of 0.05.
• The reliability of the questionnaires was estimated using Cronbach's alpha technique, with values ranging from 0.80 to 0.95.
• The study found a high relationship between transformational leadership and in-role performance of faculty finance officers, with a correlation coefficient of 0.83.

Sources:

• Joint Mediation of Psychological Empowerment and Work-life Balance Between Transformational Leadership and In-role Performance of Accounting Personnel: 360-degree Feedback. Journal of Management & Organization, 2025;31(3):1-20.
• Cambridge Univ Press, Edinburgh Bldg, Shaftesbury Rd, CB2 8RU Cambridge, England.
• Nathaniel Ifeanyi Edeh, University of Nigeria, Dept Business Educ, Nsukka, Enugu State, Nigeria.
• Recent Findings in Psychology and Psychiatry Described by Researchers from University of Nigeria (Joint Mediation of Psychological Empowerment and Work-life Balance Between Transformational Leadership and In-role Performance of Accounting ...). Psychology & Psychiatry Journal. September 20, 2025; p 4053.