Transformational Leadership Behaviour Versus Boss-Centred Management: A Comparative Analysis of Employee Engagement, Organisational Commitment and Organisational Performance in Gauteng, South Africa

Leadership remains one of the most significant determinants of organisational success in contemporary workplaces characterised by rapid technological change, workforce diversity and increasing performance expectations. While transformational leadership behaviour has been widely associated with positive employee and organisational outcomes, many organisations continue to employ boss-centred management approaches characterised by centralised decision-making, limited employee participation and hierarchical control structures. The comparative influence of these leadership approaches on employee engagement, organisational commitment and organisational performance remains insufficiently explored within the South African context. This study examined the effects of transformational leadership behaviour and boss-centred management on employee engagement, organisational commitment and organisational performance in Gauteng Province, South Africa. Guided by Transformational Leadership Theory, Social Exchange Theory and Leader-Member Exchange Theory, the study adopted a positivist paradigm and employed a quantitative cross-sectional survey design. Data were collected from 420 employees drawn from an estimated population of approximately 18,000 employees working in selected public and private sector organisations across Gauteng Province. A total of 392 valid questionnaires were returned and analysed using SPSS Version 29. Descriptive statistics, Pearson correlation analysis and multiple regression analysis were utilised to examine the relationships among the study variables. The findings revealed that transformational leadership behaviour demonstrated significant positive relationships with employee engagement, organisational commitment, and organisational performance. Pearson correlation analysis indicated a strong positive relationship between transformational leadership behaviour and organisational performance (r = .769, p < .001), while boss-centred management demonstrated a significant negative relationship with organisational performance (r = -.645, p < .001). Multiple regression analysis further revealed that transformational leadership behaviour was the strongest predictor of organisational performance, explaining a substantial proportion of variance in employee engagement and organisational commitment. The study concludes that organisations seeking sustainable performance should prioritise transformational leadership practices that promote employee involvement, trust, motivation and professional development. The findings contribute to leadership and organisational behaviour literature by providing empirical evidence from South Africa regarding the comparative effectiveness of contrasting leadership approaches. The study further contributes by demonstrating that employee engagement and organisational commitment function as important behavioural mechanisms through which leadership practices influence organisational performance. The study recommends leadership development programmes, participatory management practices and organisational cultures that foster employee empowerment and engagement. Keywords: Transformational leadership, boss-centred management, employee engagement, organisational commitment, organisational performance, Gauteng, South Africa.