Perceptions of Transformational Leadership and Levels of Employee Engagement among Junior- and Mid-Level Employees in Selected IT Firms

Thiriveni Sripriya S; Somu A

Perceptions of Transformational Leadership and Levels of Employee Engagement among Junior- and Mid-Level Employees in Selected IT Firms

Author(s)	Prof. Thiriveni Sripriya S, Dr. Somu A
Country	India
Abstract	The rapidly changing Information Technology (IT) sector has increased the importance of leadership practices that can sustain employee motivation, learning, and engagement. This study examines perceived transformational leadership and employee engagement among employees of selected IT and IT-enabled services organizations in Coimbatore District, Tamil Nadu, India, with particular attention to differences across organizational job levels. A quantitative, descriptive, cross-sectional survey design was used, producing 379 valid responses distributed across entry-level, mid-level, and specialized-level roles. Transformational leadership was operationalized through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, while employee engagement was represented through vigor, dedication, and absorption. Descriptive statistics, one-way analysis of variance (ANOVA), and Pearson correlation were used. The reported mean for transformational leadership was 3.5008 (SD = 0.54965), and employee engagement had a mean of 3.5125 (SD = 0.58623), indicating moderately high levels on the five-point response scale. Job level did not significantly differentiate transformational leadership, F(2,376) = 0.164, p = .848, or employee engagement, F(2,376) = 0.500, p = .607. The corresponding eta-squared values, calculated from the reported ANOVA statistics, are approximately 0.001 and 0.003, respectively, indicating negligible between-group variance. Transformational leadership and employee engagement were strongly and positively associated, r = .730, p < .001. Based on the reported correlation, the coefficient of determination is approximately R² = .533, while the Fisher-transformed 95% confidence interval for r is approximately [.679, .774]. These derived statistics strengthen interpretation without changing the original empirical evidence. The findings suggest that leadership and engagement are broadly experienced across job levels and that transformational leadership is closely associated with engagement in the studied IT context. Managerially, the results support organization-wide leadership development, with particular attention to strengthening inspirational motivation while preserving intellectual stimulation and individualized consideration.
Keywords	Transformational Leadership; Employee Engagement; IT Employees; Junior-Level Employees; Mid-Level Employees; Vigor; Dedication; Absorption; Coimbatore; Information Technology Sector
Field	Business Administration
Published In	Volume 8, Issue 5, September-October 2026
Published On	2026-09-11

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Perceptions of Transformational Leadership and Levels of Employee Engagement among Junior- and Mid-Level Employees in Selected IT Firms

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