Revitalizing Pakistan's Telecommunication Sector: Analyzing the Impact of Transformational Leadership Styles and Job Autonomy on Employee Vitality, with the Moderating Role of Self-Efficacy

Abstract

This research study investigates the relationship between transformational leadership (TL), job autonomy (JA), self-efficacy (SE), and employee vitality (EV) in organizational contexts. This study, based on Self-Determination Theory, examines how these elements interact to impact employees' perception of vitality, excitement, and motivation at work. Data was acquired from telecom industry employees using a survey method and was analyzed through SPSS and Smart PLS. The findings show that transformational leadership is crucial in increasing employee vitality, underlining the relevance of inspiring leadership approaches in cultivating a vibrant workforce. Furthermore, job autonomy has been revealed as a strong predictor of employee vitality, emphasizing the importance of job design in influencing individuals' motivation and well-being. However, the study fills a significant research gap and adds a vital dimension by investigating the moderating influence of self-efficacy, or a person's conviction in their ability to do tasks. The findings show that self-efficacy moderates the links between transformational leadership and employee vitality considerably. Employees with higher degrees of self-efficacy gain even more from transformational leadership in terms of vitality. These findings have far-reaching consequences for both organizational practice and future study. They emphasize the need of leadership development, job design, and self-efficacy cultivation inside enterprises to enhance employee vitality. The study also encourages additional research into the dynamics of these relationships and the environmental and individual variables that may impact the reported effects