The effect of transformational leadership on work engagement and the mediating role of psychological safety

The external environment of organizations has become a state where systematic changes are experienced, seeking better performance and increasing conditions of competitiveness. This external environment requires organizations to acquire new skills for success, develop their communication networks with the internal and external environment, motivate employees both individually and as a group, and develop methods of obtaining and managing organizational information. In this rapidly changing environment, organizations should have a qualified organizational force as well as a strong organizational structure. Organizations that have skilled employees and can manage them effectively can survive in a competitive environment. Businesses that show the right leadership approaches to their employees and keep their psychological safety perceptions high are expected to have highly committed employees. In this study prepared from this point of view, the relationship between transformational leadership and work engagement was investigated and the mediating role of psychological safety was evaluated in this relationship. 155 employees working in a multinational company were included in the research. Sociodemographic Information Form, Transformational Leadership Scale, Psychological Safety Scale and Work Engagement Scale were applied to the participants. According to the findings obtained from the research, transformational leadership and psychological safety perception increase work engagement. Transformational leadership has a positive effect on the perception of psychological safety. According to Baron and Kenny (1986) model, the psychological security perception has a partial mediating role in the relationship between transformational leadership and work engagement. Keywords: Transformational leadership, psychological safety, work engagement