The Role of Transformational Leadership in Work-Life Balance and Employee Performance: A Post-Pandemic Pilot Study on Singapore Organisations

Abstract

Working from home has increasingly become the norm since the outbreak of COVID-19, and as a result, it has taken a toll on both work and family life for many people around the world, including in Singapore. This research aimed to explore the role of transformational leadership in work-life balance and employee performance in Singapore after the pandemic. A pilot study was conducted using a cross-sectional quantitative design and an online survey with 31 participants. The data collected were statistically tested, and it was found that work-life boundary management had a significant positive relationship with both work-life balance and employee performance. In addition, work-life balance was shown to have a significant positive relationship with employee performance. The pilot study did not find any support for the impact of work-life policies and practices on work-life balance or employee performance. Work-life balance did not mediate the relationship between work-life boundary management or work-life policies and practices and employee performance. The moderating effect of transformational leadership was absent in all relationships in the proposed research model. These findings suggest that employees who can manage their work-life boundaries well have better work-life balance and perform better. Organisations should also do their part in facilitating the achievement of even greater work-life balance for their employees.