International Journal of Science, Engineering and TechnologyAuthors: Gohit Arun Pedhekar
Abstract: Transformational leadership has become increasingly important in manufacturing organisations because production environments are experiencing technological change, competitive pressure, workforce restructuring and increasing expectations regarding productivity and quality. This study examines the relationship between transformational leadership and workforce productivity in manufacturing organisations in the Pune region of Maharashtra, India. The study focuses on four dimensions of transformational leadership: idealised influence, inspirational motivation, intellectual stimulation and individualised consideration. Workforce productivity is assessed through task efficiency, work quality, target achievement, effective utilisation of working time and contribution to operational performance. A quantitative, cross-sectional research design was adopted. Primary data were collected through a structured five-point Likert-scale questionnaire from 300 employees working in manufacturing organisations in the Pune region. Descriptive statistics, reliability analysis, Pearson correlation and multiple regression were employed to examine the proposed relationships. The results indicate a positive and statistically significant relationship between transformational leadership and workforce productivity. Transformational leadership explained a substantial proportion of variation in workforce productivity, while the individual dimensions also demonstrated meaningful positive relationships. The findings suggest that transformational leaders can improve productivity by creating a shared vision, encouraging employees to think beyond routine practices, supporting employee development and strengthening commitment to organisational objectives. The study contributes India-specific evidence to the leadership and manufacturing literature and provides practical implications for manufacturing managers seeking to improve workforce productivity through leadership development.
DOI: http://doi.org/10.5281/zenodo.22043886
