Enhancing Trainers’ Job Performance through the Role of Transformational Leadership: A Case Study of a Malaysian Statutory Body

Enhancing Trainers’ Job Performance through the Role of Transformational Leadership: A Case Study of a Malaysian Statutory Body

Nurul Hazimah Kamsaini¹, Shah Rollah Abdul Wahab¹, Azlineer Sarip¹, Dongsu Yoo², Song Mi-Ja³, Salbeha Ibus⁴, Noor Azinuddin Ahmad⁴

¹School of Human Resource Development and Psychology, Faculty of Social Science and Humanities, University Teknologi Malaysia, Malaysia,

²KSMC, Gimpo-si, Gyeonggi-do, Republic of Korea,

³ndustrial and Information System Engineering, Seoul National University and Technology (SEOULTECH), Nowon-gu, Republic of Korea,

⁴Faculty of Business and Management, Southern College University, Malaysia

DOI: https://dx.doi.org/10.47772/IJRISS.2025.909000456

Received: 16 September 2025; Accepted: 22 September 2025; Published: 15 October 2025

ABSTRACT

This research examines the relationship between transformational leadership and job performance among trainers of a Malaysian statutory body. The exploration of transformational leadership and job performance is essential for trainers as it elucidates how a leadership style can relate to capacity in contributing to exemplary job performance. Employing a quantitative methodology, this study gathers data from 103 trainers through a structured self-administered questionnaire. Multiple Leadership Questionnaire-5X (MLQ-5X) and Individual Work Performance Questionnaire (IWPQ) were adopted as the research instrument for data collection. The data were analyzed using Statistical Package for Social Sciences (SPSS) software version 27 and SmartPLS version 4.0. The utmost findings highlight that there is a significant relationship between transformational leadership and job performance among the studied respondents. However, the study recognizes several limitations, such as its cross-sectional design and dependence on self-reported data, which could lead to potential biases. Finally, suggestions were provided for the studied statutory body and future study.

Keywords: Transformational Leadership, Job Performance, Trainers.

INTRODUCTION

Transformational leadership is recognized as a critical driver of innovation and long-term organizational growth, as highlighted by David Needle (2021). This leadership approach fosters creativity and motivates employees to generate novel ideas, thereby enhancing individual and organizational performance. Leaders who employ transformational leadership principles delegate decision-making authority to trusted personnel, encouraging them to engage in creative problem-solving and strategic thinking (Deng et al., 2022). By broadening employees’ vision and aligning short-term initiatives with long-term organizational goals, transformational leaders cultivate a culture of innovation and satisfaction, which is instrumental in improving employee retention and productivity (Maisyura et al., 2022; Ausat et al., 2022). Transformational leadership enhances job performance by inspiring and motivating employees to work towards common objectives. This leadership style cultivates an environment in which individuals are empowered to surpass expectations. Transformational leadership inspires and motivates trainers themselves, enhancing job performance by continuously innovate their training methods.

The emphasis on individual job performance is critical in the context of the contemporary, swiftly evolving economic landscape, where organizations must formulate strategies that not only ensure their survival but also promote their success. Job performance is defined as behavioral, incidental, measurable, and multifaceted, encompassing a series of distinct actions performed by employees within a specific timeframe in the organization (Chu and Lai, 2011). Although previous research has explored the connection between transformational leadership and job performance, there is still a lack of understanding regarding how leaders can effectively motivate employees to exceed their performance expectations (Sarwar et al., 2020). The actions and attitudes of leaders significantly influence employee motivation and satisfaction, thereby cultivating a positive work environment that boosts employee engagement and, in turn, enhances job performance (Aftab et al., 2022; Bakker et al., 2011; Sarwar et al., 2020).

Although researchers suggests that transformational leadership, particularly the intellectual stimulation dimension, fosters creativity and critical thinking, its direct impact on trainers’ job performance remains challenging to quantify and requires further empirical investigation. Intellectual stimulation within the workplace is undoubtedly beneficial. However, it can also lead to burnout as it impacted one of the transformational leadership dimensions if it imposes excessive demands on trainers. Leaders who consistently advocate for innovation may inadvertently heighten stress levels, resulting in adverse emotions such as frustration and tension (Bhargava & Trivedi, 2018; Na’imah, 2020). A study conducted in 2022 by Victoria Ngow and Ying Wan Loh revealed that among 65,000 participants, 42% of women reported experiencing burnout in 2021, an increase from 32% in 2020. Smith et al. (2023) identified burnout as a part of job performance, emphasizing its impact on individual productivity. The increasing prevalence of burnout underscores the necessity of achieving a balance between intellectual engagement and the provision of sufficient support mechanisms to promote employee well-being. Burnout is not only a predictor of job performance but also often considered an indicator of performance itself, because prolonged exhaustion, cynicism, and reduced professional efficacy directly manifest in decreased work output, lower quality of tasks, and impaired organizational contribution (Shirom, 2003; Bakker & Demerouti, 2017).

Research Objectives

The main aim of this research is to examine the potential relationship between transformational leadership and job performance among trainers at a statutory body in Malaysia. In particular, the study seeks to:

1. Identify the level of transformational leadership among trainers of a Malaysian statutory body.
2. Identify the level of job performance among trainers of a Malaysian statutory body.
3. Identify the relationship between transformational leadership and job performance among trainers of a Malaysian statutory body.

LITERATURE REVIEW

Overview of Transformational Leadership

Transformational leadership was first conceptualized by James V. Downton in 1973 and later expanded by James MacGregor Burns in 1978, particularly within the context of political leadership. Burns (1928) described transformational leadership as a leadership style in which leaders inspire followers to pursue higher-level goals and achieve their full potential (Burns, 1978). Transformational leaders exemplify integrity, ethical behavior, and dedication to common goals, which cultivates trust and respect among themselves and their followers. They empower individuals by providing support, acknowledging achievements, and creating avenues for professional growth, thereby improving both individual and organizational performance. Additionally, transformational leadership promotes a positive and cooperative workplace atmosphere marked by transparent communication and constructive criticism. By fostering a sense of purpose and community, it significantly boosts engagement and productivity.

One dimension of transformational leadership is inspirational motivation, which pertains to the activities of leaders that imbue followers’ tasks with significance (Omondi et al., 2021). Sun et al. (2019) assert inspirational motivation has been demonstrated to enhance employee engagement and cultivate a sense of purpose by effectively communicating a coherent vision that aligns with individual aspirations. Another dimension, idealized influence, occurs when leaders exemplify behaviors that encourage followers to identify with them, thereby adopting the leader’s vision, values, and mission through the emotional impact of the charismatic leader (Avolio and Bass, 2004). The third dimension, intellectual stimulation, encourages followers to engage in creative and innovative thinking by reframing challenges, which prompts them to develop novel ideas and solutions (Deinert et al., 2015). Lastly, individualized consideration focuses on addressing the unique needs of employees to facilitate their professional development and advancement (Mgaiwa, 2023). The subsequent section will focus on an overview of job performance in relation to trainers exhibiting transformational leadership traits.

Figure 1 Full Range Leadership Model (Bass and Avolio,2002:64)

Overview of Job Performance

Job performance refers to the effectiveness with which employees carry out their responsibilities, taking into account the resources at their disposal, as well as the time and effort they dedicate to these responsibilities (Boshoff & Arnolds, 1995). Employee job performance serves as a critical indicator of productivity, efficiency, operational effectiveness, and the long-term viability of an organization (Victoria and Nnamdi, 2019). A thorough assessment of job performance is essential for achieving organizational objectives and improving employee output (El Sheikh Taha, 2021). Additionally, job performance is defined as scalable actions, behaviors, and outcomes that employees engage in or bring about, linked with and contributing to organizational goals (Deng et al., 2023). Jain and Sullivan (2019) assert employees demonstrating higher levels of affective commitment are likely to surpass those who exhibit lower loyalty and dedication to their organization. Matsuo (2019) posits that various factors influence an individual’s capacity to effectively complete work tasks, thereby impacting their overall job performance. Hermina and Yosepha (2019) articulate job performance as the degree of excellence and quantity of tasks accomplished by an employee.

The Individual Work Performance model, as depicted in Figure 2, was formulated by Koopmans et al. (2011) to evaluate employee behaviors and tasks that are in accordance with organizational goals.  Tailored instrument created for measuring individual work performance, incorporating self-assessments that relate to common job performance indicators (Koopmans et al., 2014). In this study, the Individual Work Performance (IWP) model posits that an employee’s overall job performance is influenced by a combination of individual task performance, contextual performance, and counterproductive work behaviors, highlighting the multifaceted nature of work outcomes in organizational settings. This approach will provide a comprehensive understanding of how these dimensions contribute to overall individual work performance. The questionnaire functions as an extensive instrument for evaluating critical aspects of employee performance, allowing organizations to accurately assess the dimensions which in turn contributes to enhanced overall organizational effectiveness (Van et al., 2019).

Figure 2 Heuristic Framework of Individual Work Performance (Source: Koopmans et al., 2011:863)

The initial dimension of individual work performance is task performance, which is characterized as behaviors that contribute to the production of a good or the provision of a service (Aguinis, 2013). This dimension includes behaviors that differ across various professions, are typically specific to particular roles, and are frequently outlined in job descriptions. Task performance is closely linked to the generation of work outputs. Contextual performance extends beyond the formal responsibilities of a job, emphasizing behaviors that enhance the social and psychological climate within the organization (Sonnentag et al., 2008). This dimension promotes a nurturing workplace culture that can improve overall organizational effectiveness. Furthermore, counterproductive work behavior is defined as deliberate actions that negatively impact the organization’s effectiveness (Rotundo & Sackett, 2002). Such behaviors can detract from organizational efficiency and may have considerable negative effects on team dynamics and productivity. Adaptive performance is excluded from current IWP models due to the measurement challenges posed by its context-dependent nature and difficulty in evaluating behaviors like flexibility, problem-solving, and coping with uncertainty (Pulakos et al., 2000). Collectively, these three dimensions offer a thorough framework for assessing individual contributions in the workplace.

The Relationship Between Transformational Leadership and Job Performance

A substantial body of research has investigated the connection between transformational leadership and job performance, revealing that transformational leadership has a considerable effect on the behaviors of followers and enhances job-related outcomes (Aftab et al., 2022; Jyoti & Bhau, 2015; Lai et al., 2020). Transformational leaders are characterized by their own ability to inspire and motivate themselves through a variety of means. They exemplify desirable traits such as integrity, empathy, and enthusiasm, which serve to build trust and respect among team members. By articulating a compelling vision for the future, these leaders create a sense of purpose that aligns the goals of the organization with the aspirations of individuals. This alignment is crucial, as it fosters a shared commitment to achieving common objectives. Moreover, transformational leaders establish elevated performance expectations, which serve as a benchmark for employees. This not only encourages individuals to strive for excellence but also cultivates an environment where high performance is recognized and rewarded.

A study conducted by Dwivedi et al. (2023) demonstrates the beneficial effects of transformational leadership on job performance. The research emphasizes that transformational leadership enhances job performance by fostering a motivational atmosphere in which employees are motivated by an inspiring vision and receive intellectual stimulation. The emphasis on collaboration and teamwork further enhances this dynamic, as transformational leaders promote a focus on shared objectives rather than individual ambitions. This collective approach not only strengthens the bonds between employees and their leaders but also contributes to enhanced job performance across the board (Lai et al., 2020; Uraon & Gupta, 2020). The success of an organization is largely determined by the job performance of its employees, which is shaped by their behaviors and the image they project (Jnaneswar & Ranjit, 2020). Prior research (Jnaneswar and Ranjit, 2020; Lai et al., 2020; Ogretmenoglu et al., 2022; Ribeiro et al., 2018) supports the assertion that transformational leadership significantly impacts the behaviors of followers, resulting in enhanced job outcomes.

Nguon (2022) examines the impact of transformational leadership on job satisfaction, innovative behavior, and work performance, finding that transformational leadership significantly enhances these outcomes. A study conducted by Cabayag and Guhao (2024) revealed that individuals who demonstrate robust transformational leadership behaviors have a beneficial effect on their job performance. Furthermore, those who comprehend their roles within relationships tend to excel. Transformational leadership can facilitate the development of a robust connection between employees and their superiors by exemplifying role model characteristics, articulating a clear vision. Therefore, there is a clear linkage between transformational leadership and job performance which contributes to the hypothesis development, which is:

H₁: There is a relationship between transformational leadership and job performance among trainers of a statutory body in Malaysia

Figure 3 illustrates that the independent variable in this study is transformational leadership, whereas the dependent variable is job performance. Employees under the guidance of transformational leaders possess a clearer understanding of the organization’s objectives and vision, leading to enhanced performance (Jnaneswar and Ranjit, 2020). The findings reveal a significant positive correlation between the transformational leadership approach and job performance. Lai et al. (2020) assert that transformational leaders provide their followers with comprehensive and collective goals, motivating them to recognize the value of these objectives. Furthermore, Jnaneswar and Ranjit (2020) emphasize that the effectiveness of an organization is contingent upon the job performance of its employees, which is shaped by their behaviors. By fostering a clear understanding of goals and motivating employees through inspirational leadership, organizations can cultivate a workforce that is not only high-performing but also deeply engaged in achieving collective objectives.

Figure 3: Conceptual Framework

RESEARCH METHODOLOGY

This research employed a quantitative approach to examine the correlation between transformational leadership and job performance among trainers of a Malaysian statutory body. A cross-sectional survey design was utilized to gather data at a single point in time, facilitating the evaluation of relationships between variables without the need for experimental manipulation. Krejcie and Morgan (1970) calculated that a sample size of 103 is required from a population of 140 trainers, utilizing a probability sampling method to ensure equal chances of selection. However, a total of 120 questionnaires were disseminated to mitigate potential sampling errors in the study (Singh et al., 2021). As highlighted by Wang et al. (2020), it is advisable to distribute additional questionnaires to mitigate potential errors in data collection. Consequently, this study distributed 17% more questionnaires than initially required. Thus, 103 responses were deemed valid, resulting in a response rate of approximately 85.8% (103/120*100%).

The transformational leadership variable was assessed using the Multifactor Leadership Questionnaire (MLQ-5X) created by Bass and Avolio (2004), which comprises 16 items categorized into four dimensions which are inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration. Responses were recorded on a 5-point Likert scale, achieving a Cronbach’s alpha of 0.762, indicating satisfactory reliability. Job performance was measured through the Individual Work Performance Questionnaire (IWPQ) modified by Platania et al. (2023), encompassing three dimensions which are task performance, contextual performance, and counterproductive work behavior, with a total of 17 items. This research instrument exhibited strong reliability, reflected by a Cronbach’s alpha of 0.871. The Statistical Package for Social Science (SPSS) software version 27 was employed for descriptive statistics including frequency, percentage, mean, and standard deviation. Simultaneously, SmartPLS version 4.0 was utilized to examine the linear correlations between transformational leadership and job performance among trainers of a Malaysian statutory body.

RESEARCH FINDINGS

Level of Transformational Leadership Among Trainers of a Malaysian statutory body

Table 1 Findings on Transformational Leadership and Its Dimensions

Note: 5 Likert scale for transformational leadership (1 – Not at all, 2 – Once in a while, 3 – Sometimes, 4 – Fairly often, 5 – Frequently, if not always)

Table 1 examines transformational leadership among respondents, revealing a high degree level within the studied statutory body with an overall mean score of 4.00 (SD=0.681). This indicates that transformational leadership practices are actively integrated, fostering a positive working environment. The dimension of idealized influence scored the highest at 4.10 (SD=0.760), highlighting the role of trainer act as a role model who motivate trainee to enhance their skills. The respondents within the organization demonstrated an awareness of the ethical implications associated with their actions, with 40.8% agreeing. There was a notable commitment to their work, as evidenced by 42.7% strongly agreeing. Individualized consideration also received a notable mean score of 4.03 (SD=0.669), emphasizing the importance of idealized influence in promoting individual development and enriching the learning experience. Inspirational motivation scored 4.04 (SD=0.622), reflecting trainers’ effectiveness in setting clear, ambitious goals that inspire trainees. Lastly, intellectual stimulation received a mean score of 3.81 (SD=0.673), indicating solid encouragement for creativity and critical thinking, but also suggesting room for improvement.

This suggests that the respondents recognize the significance of critical thinking, innovation, and the necessity of questioning inflexible perspectives, which in turn fosters their motivation to reach higher levels of potential and self-leadership. Consequently, this perspective encourages most respondents to refrain from criticizing colleagues’ ideas when they differ from their own. Encouraging individuals to challenge established beliefs and pursue creative solutions can enhance performance and foster improvement within the statutory body. However, the area of intellectual stimulation shows potential for growth, suggesting that initiatives to strengthen this aspect could further boost performance.

Level of Job Performance Among Trainers of a Malaysian statutory body

Table 2 Findings on Job Performance and Its Dimensions

Note: 5 Likert scale for task performance, contextual performance (0- seldom, 1- sometimes, 2- frequently, 3- often, 4- always) and counterproductive work behaviour (0- never, 1- seldom, 2- sometimes, 3- frequently, 4- often).

Table 2 analyzes job performance among respondents, showing significant level of citizenship behavior and technical performance. The overall mean score of 3.31 (SD=0.615) indicates a favorable evaluation of job performance. Task performance stands out with a mean score of 3.19 (SD=0.619), highlighting the high link between trainer effectiveness and key outcomes like trainee satisfaction and skill application. The job performance survey produced notably favorable outcomes, underscoring the respondents’ commitment and efficiency. Respondents demonstrated a high level of proficiency in task performance, effectively managing responsibilities to meet deadlines. Contextual performance also received a high rating of 3.15 (SD=0.616), reflecting trainers’ adaptability to educational needs. The highly stressed reported by respondents indicates that they perceive their company as placing significant importance on various actions. These actions encompass the pursuit of personal improvement, the cultivation of social networks within the organization, and the exhibition of remarkable commitment to the organization. Counterproductive work behavior was rated high at 3.58 (SD=0.610), this indicates that the respondents agreed that the organization has upheld an admirable standard of work conduct throughout the previous year. The counterproductive work behavior is generally viewed as a negative construct, but in this study, it was reversed to represent positive behaviors. Overall, while job performance among trainers is viewed positively, there are areas for improvement.

The Relationship Between Transformational Leadership and Job Performance Among Trainers of a Malaysian statutory body

Table 3 Summary of analysis findings on the effect of transformational leadership on job performance

Figure 4: Analysis of the model to measure the effect of transformational leadership on job performance

The Statistical Package for the Social Sciences (SPSS) version 27 and Smart PLS version 4.0 were utilised in order to do the analysis on the data that was obtained. According to Hair and Alamer (2022), Partial Least Square (PLS) is capable of simultaneously analysing all of the constructs that are participating. The structural equation modelling (SEM) approach known as partial least squares (PLS) is adopted in this investigation through the utilisation of the SmartPLS software. SEM, which is capable of testing theoretically supported linear and supplemental causal models, is the most often used second-generation multivariate data analysis approach in social research, according to Tarka (2018). This is because SEM is able to identify causal relationships between variables. Table 3 provides an explanation of the results obtained from the structural equation modelling, while Figure 4 illustrates the model that was used to evaluate the influence of transformational leadership on job performance. In accordance with the suggestions that were developed by Ramayah et al. (2018), the R² value is utilised in order to evaluate the impact of the characteristics that were investigated. With an R² value of 0.290, it can be deduced that transformational leadership is responsible for 29% of the overall job performance. The fact that the p-value was 0.000 demonstrated that there was a significant impact of transformational leadership on job performance within the group that was investigated. Consequently, the findings provided evidence that supported the hypothesis of the study.

DISCUSSION AND RECOMMENDATION

Discussion of Findings

Level of Transformational Leadership Among Trainers of a Malaysian statutory body

This study aims to thoroughly evaluate the level of transformational leadership among trainers of a Malaysian statutory body. The focus is on four key dimensions of transformational leadership which are intellectual stimulation, inspirational motivation, individualized consideration, and idealized influence. By examining these dimensions, the research seeks to understand how trainers embody and implement transformational leadership practices in their roles. The findings of the study reveal that trainers exhibit a notable degree of transformational leadership, which is largely driven by their strong belief in the effectiveness of this leadership style. A recent study by Xia Yu and Guanwei Jang (2024) highlights how transformational leadership positively impacts individual work performance. Transformational leadership is characterized by its ability to inspire and motivate individuals, fostering an environment that encourages critical thinking and innovation.

In terms of intellectual stimulation, trainers demonstrate a strong commitment to encouraging diverse perspectives and fostering creativity among their trainees. This research is corroborated by the findings of Zhang et al. (2018), who investigated the influence of intellectual stimulation within transformational leadership on employees’ innovative work behavior. The study revealed that leaders who promote creative thinking and effective problem-solving substantially boost their followers’ motivation to participate in innovative activities, consequently enhancing overall job performance. Individualized consideration is another critical dimension observed in the trainers’ leadership style. This is evident in the personalized support and constructive feedback that trainers provide, which is tailored to meet the unique needs of each trainer. This research is consistent with the work of Wang et al. (2018), which investigates the effects of individualized consideration in transformational leadership on the well-being and performance of employees.

Transformational leadership is characterized by high idealized influence in which play a vital role boosting employee engagement and performance. Leaders who exemplify idealized influence act as exemplary figures, cultivating trust and respect among their followers, thereby enhancing their dedication to the organization’s objectives. The dimension of inspirational motivation stands out as the most significant aspect of transformational leadership within the study. Recent case reported by Sari et al. (2023) also support the hypothesis that investigates the impact of inspirational motivation in transformational leadership on employee performance.  On the other hand, inspirational motivation entails the ability to convey a compelling vision that invigorates employees, encouraging them to tackle ambitious goals with enthusiasm. The evidence presented thus far supports the idea by Joo et al. (2023), which examines the influence of inspirational motivation in transformational leadership on team innovation. The findings indicate that leaders who effectively inspire and motivate their teams significantly enhance creativity and collaboration among team members.

In summary, the integration of transformational leadership qualities not only motivates trainers to pursue excellence but also creates a thriving educational ecosystem. By prioritizing engagement, creativity, and individual growth, trainers play a pivotal role in shaping the future of their trainees and ensuring the long-term success of their statutory body. This holistic approach to leadership fosters a culture of continuous improvement, where trainers are empowered to reach their fullest potential.

Level of Job Performance Among Trainers of a Malaysian statutory body

This research aimed to comprehensively evaluate the job performance levels among trainers of a Malaysian statutory body, focusing on three primary dimensions which are task performance, contextual performance, and counterproductive work behavior. By analyzing data collected through questionnaires, the study revealed that trainers exhibited a remarkably high level of overall job performance. Notably, they excelled in establishing clear objectives, effectively prioritizing tasks, and fostering a positive work atmosphere. The elevated performance levels observed in various training environments correspond closely with the findings of the research conducted by Liu et al. (2021). Their study highlights the significant impact that effective management of time and resources has on enhancing the work outcomes of trainers. Specifically, Liu et al. (2021) argue that when trainers are able to efficiently allocate their time and utilize available resources, they are better positioned to deliver high-quality training sessions, engage participants more effectively, and ultimately achieve better learning outcomes. Among the three dimensions assessed, task performance emerged as the highest-scoring area, indicating that trainers consistently meet or exceed the expectations associated with their roles. This research aligned with the study of DeRue et al. (2019), which emphasizes the critical role of task performance as a fundamental driver of overall job performance. It highlights that effectively executing job-related tasks is crucial for achieving organizational goals and contributes significantly to an employee’s overall performance assessment.

Alongside task performance, which focuses on the execution of specific job-related duties and responsibilities, contextual performance was also rated highly. Contextual performance encompasses a range of behaviors that contribute to the overall effectiveness of an individual within an organization. This includes essential elements such as teamwork, where individuals collaborate effectively with their colleagues to achieve common goals such as communication, which involves the clear and efficient exchange of information and ideas, adaptability and the ability to adjust to new challenges. This finding corroborates research conducted by Li et al. (2022), which highlights the positive correlation between contextual performance and enhanced organizational results. The ability of trainers to collaborate effectively, communicate clearly, and adapt to changing circumstances is vital for creating a cohesive and productive work environment. Counterproductive work behavior (CWB) reversed items was found to be at a high level within the statutory body. This suggests that minimal engagement of counterproductive work behavior leads to a productive and harmonious work environment. A recent study conducted by Hwang et al. (2023) examines the elements that lead to high level of counterproductive work behavior among trainers. This research indicates that trainers who exhibit good work behaviors demonstrate productivity and make significant contributions to the organization, thereby enhancing the likelihood of achieving optimal performance.

The Relationship between Transformational Leadership and Job Performance Among Trainers of a Malaysian statutory body

This research aimed to explore the relationship between transformational leadership and job performance among trainers of a Malaysian statutory body. To achieve this, the study employed structural equation modelling using SmartPLS a statistical method that assesses the relationship between two studied variables. The findings revealed a significant positive relationship between transformational leadership and job performance, indicating that as implementation of transformational leadership improve, so too does job performance among trainers. This outcome aligns with the findings of Ahmad et al. (2023), who highlighted that leader who effectively motivate and empower their teams play a crucial role in job performance within their organizations. Additional studies conducted by Zhang et al. (2022) and Lee and Kim (2023) reinforce the idea that transformational leadership fosters a nurturing and supportive environment. Such an environment is conducive to increased employee engagement, which in turn positively impacts various performance analysis. This research is consistent with the findings of Judge and Piccolo (2004), which indicate a positive relationship between transformational leadership and job performance. Transformational leadership fosters a supportive work environment that inspires trainers to exceed their performance objectives.

However, the research also uncovered that the relationship between transformational leadership and job performance, while positive, was moderate in strength. This suggests that while transformational leadership does have a beneficial association with job performance, it is not the sole determinant. Individual factors such as motivation and competence could possibly emerge as significant influencers in this dynamic. This observation is consistent with the findings of Vila-Vázquez et al. (2024), who noted that employee attitudes and foundational competencies play a critical role in shaping the relationship between leadership styles and job performance outcomes. Thus, organizations must consider these individual factors alongside leadership approaches to optimize job performance effectively. A study by Hwang et al. (2023) supports that although counterproductive work behaviors may pose difficulties, their moderate prevalence can serve as a catalyst for organizations to pinpoint areas needing enhancement and to improve job performance through specific interventions and support mechanisms. In summary, this research highlights the significant relationship that transformational leadership exerts on job performance among trainers in an academic setting.

Recommendation and Limitation

In the framework of this study, a proposed strategy to mitigate the lack of intellectual stimulation—an essential component of transformational leadership entails the establishment of meticulously designed training programs. Training programs focusing on individual creativity can greatly enhance intellectual engagement by motivating trainers to engage in critical thinking, investigate novel concepts, and question prevailing beliefs. Organizations ought to emphasize ongoing learning and professional development initiatives, including workshops, seminars, and online educational courses. By fostering a culture of continuous learning and encouraging exploration beyond conventional roles, these training programs cultivate an atmosphere that promotes intellectual curiosity. This, in turn, leads to heightened engagement, enhanced performance, and the potential for innovation within the organization. For instance, trainers might engage in regular training sessions centered in encouraging them to engage in critical thinking by presenting real-world challenges and facilitating group discussions that require innovative problem-solving approaches.

In recent years, however, this research has been challenged by generalizability that concentrates solely on trainers restricts the broader applicability make it limited for the findings. A prevalent problem occurs when research utilize small samples, as they may not correctly reflect the larger population, hence constraining the generalizability of the findings. For instance, this study investigates the relationship of transformational leadership on job performance within one particular Malaysian statutory body and it therefore may yield insights pertinent just to those settings. This narrow focus can lead to conclusions that remain confined within the academic realm. To address this limitation, researchers should seek to expand their studies to include a larger number of samples from Malaysian statutory bodies throughout all states in Malaysia.

Another limitation in this study is the potential presence of common method bias. This bias can artificially inflate or deflate relationships between variables, leading to inaccurate conclusions about the strength or direction of associations. To overcome common method bias, researchers can adopt both procedural and statistical remedies. Procedurally, studies should use multiple data sources, apply temporal separation between the measurement of independent and dependent variables, and ensure respondent anonymity to reduce evaluation apprehension and social desirability effects. Using varied measurement methods, such as combining surveys with interviews or objective performance data, also helps minimize bias. Statistically, techniques such as Harman’s single-factor test, confirmatory factor analysis (CFA), marker variable approaches, and structural equation modeling (SEM) can be employed to detect and control for CMB. By integrating these approaches, researchers can enhance the validity of their findings and provide stronger evidence for relationships between variables.

Summary

Transformational leadership is characterized by its emphasis on inspiring and motivating individuals to achieve their fullest potential while working towards collective objectives. Transformational leadership is positively correlated with job performance, as it fosters individuals’ leadership abilities, thereby enhancing their overall performance. Job performance is characterized by the expected contributions of trainers’ behaviours within a specified period. It relates to the extent to which individuals fulfil their job duties, considering both the volume and standard of work that is anticipated. Transformational leadership has been demonstrated to significantly improve job performance among trainers. Leaders who exhibit traits such as intellectual stimulation, individualized consideration, and inspirational motivation foster higher levels of employee engagement and productivity. Numerous empirical studies (Wang et al. 2011; Zhu et al. 2018; Zhang et al. 2012) consistently reveal a positive relationship between transformational leadership and job performance, indicating that leaders who create a supportive and innovative workplace enhance both task performance and contextual behaviour while simultaneously diminishing counterproductive work behaviour. The relationship between these two variables emphasizes the connection in the workplace especially for leaders. Future investigations should examine this relationship in a range of organizational contexts and over longer timeframes, utilizing mixed-method approaches that integrate quantitative metrics with qualitative perspectives to capture both tangible outcomes and the nuanced, contextual effects of different leadership styles. Broadening the research to encompass various industries and geographic regions would further enhance the applicability of the findings, leading to a more thorough understanding of the influence of transformational leadership on job performance in diverse work settings.

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