The Relationship Between Transformational Leadership and Employee Performance: The Mediating Role of Intrinsic Motivation – A Methodological Approach

Abstract

This study investigates the relationship between transformational leadership and employee performance, with a specific focus on the mediating role of intrinsic motivation. A quantitative research design was employed to collect primary data from employees in the banking sector through online questionnaires. The Multifactor Leadership Questionnaire (MLQ), the Intrinsic Motivation Inventory (IMI), and the Job Performance Scale (JPS) were used to measure transformational leadership, intrinsic motivation, and employee performance, respectively. A convenience sampling technique was adopted, with 180 participants selected based on accessibility and willingness to participate. The collected data were analyzed using descriptive statistics, correlation analysis, and hierarchical regression analysis to test the hypothesized relationships. Ethical considerations, including informed consent, confidentiality, voluntary participation, and adherence to The University of the West Indies’ (UWI) ethical protocols, were strictly observed. The methodological approach ensures reliable and valid data collection, providing a structured framework to examine the psychological mechanisms linking transformational leadership behaviors and employee outcomes. This research contributes to understanding how leadership practices foster motivation and performance in organizational settings.