Literature Review

The existing academic research on Iranian employees' thoughts on transformational

leadership and their professional experiences in Iran is scarce. I used Library OneSearch, a

Trinity Western University online database, to conduct a literature search using my research

topic as a guide. Fifty-four peer-reviewed papers with English-language publication dates

between 2000 and 2023 were the result of this method. However, none of the articles delivered

good or high-quality information in accordance with the standards set out by Plano Clark and

Creswell (2015), nor did they directly discuss Iranian experiences in the workplace. I will give a

critique of nine journal papers, pointing out how they relate to and diverge from one another in

relation to the following themes:

1. The effect of transformational leadership on job satisfaction.

2. The impact of transformational leadership on motivation.

3. The effect of transformational leadership on creativity.

The Effect of Transformational Leadership on Job Satisfaction

According to Liansah and Aulia (2022), transformational leadership has a positive effect

on work satisfaction. According to their research, transformational leaders may motivate and

inspire their team members, increasing job satisfaction. In addition, they discovered overall job

satisfaction is a small mediator between transformational leadership and employee performance,

suggesting a possible pathway whereby transformational leadership affects overall job happiness

and, consequently, employee performance.

In contrast, Kouni et al. (2018) concentrated on the connection between transformative

leadership and work satisfaction among Greek secondary school teachers. Their research showed

a link between transformative leadership and contentment at work. From this, instructors who
thought their leaders were transformative had greater work satisfaction. Their findings

demonstrate how transformative leadership may improve educators' work happiness.

Also, Fajar et al. (2022) explored the relationship between transformative leadership and

work satisfaction among Pt. Perkebunan Nusantara III personnel. Their analysis showed a strong

link between transformational leadership and contentment at work. According to the authors,

transformational leaders may support an encouraging workplace culture encouraging employee

job satisfaction by providing possibilities for professional growth and inspiration. Notably, their

research also suggested a potential link between job satisfaction and creative work results by

showing it partially mediates the relationship between transformational leadership and creativity.

Although Kouni et al. (2018), Fajar et al. (2022), and Liansah and Aulia (2022) all found

a favorable correlation between transformative leadership and work satisfaction, Rpk et al.

(2019) pointed out differences in their findings. It is crucial to consider the situation's subtleties

and other elements besides leadership style affecting work satisfaction among various employee

groups. Although Kouni et al. (2018), Fajar et al. (2022), and Liansah and Aulia (2022) all found

a favorable correlation between transformative leadership and work satisfaction, Rpk et al.

(2019) pointed out differences in their findings. It is crucial to consider the situation's subtleties

and other elements besides leadership style affecting work satisfaction among various employee

groups.

The Impact of Transformational Leadership on Motivation

Kouni et al. (2018) found intrinsic motivation as a moderator in the association between

transformative leadership and employee creativity. According to their research, intrinsically

driven people exhibit more significant effects of transformational leadership on creativity.

According to this, inspirational and motivating transformational leaders may increase their team
members' intrinsic motivation, increasing work creativity. The research also highlighted the

broader beneficial impacts of transformational leadership on worker motivation, job satisfaction,

and performance, emphasizing its ability to produce extraordinary results.

In contrast, Liansah and Aulia (2020) emphasized the link between transformative

leadership and employee motivation. The study discovered a link between transformational

leadership and employees' motivation, suggesting workers who believe their leaders are

transformational are more likely to experience inspiration and motivation at work. This

emphasizes how crucial transformative leaders are in influencing how motivated their workforce

is.

The relationship between transformative leadership, intrinsic motivation, and employee

creativity was further developed by Shafi et al. (2020) in the context of Pakistani software

companies. Their study investigated the impact of transformative leadership on employee

creativity and organizational innovation. The study showed inspirational motivation is a

significant factor in building a creative workplace, and transformational leadership positively

impacts corporate innovation and employee creativity. Additionally, it has become clear intrinsic

motivation is crucial in encouraging employee innovation. According to the study, leaders'

capacities as role models may motivate staff to work inventively, devotedly, and sincerely,

fostering a creative organizational environment.

All three of the studies mentioned above—Kouni et al. (2018), Liansah and Aulia (2020),

and Shafi et al. (2020)—emphasize the crucial role transformational leadership plays in inspiring

and motivating workers. While Kouni et al. (2018) highlighted the role of intrinsic motivation in

influencing the link between transformational leadership and creativity, Liansah and Aulia

(2020) highlighted the broader motivational effects of transformational leadership. The

discussion was furthered by Shafi et al. (2020), who show how intrinsic motivation and

transformational leadership positively affect both employee creativity and organizational

innovation.

The Effect of Transformational Leadership on Creativity

According to Rpk et al. (2019), transformational leaders promoting creativity improved

employee creativity by encouraging unique ideas, questioning accepted conventions, and

providing the required resources. Although transformational leadership doesn't appear to have a

clear association with job satisfaction, their research revealed it has a beneficial influence on

creativity. This demonstrates how transformational leadership may spur innovation throughout

firms.

Parallel to this, Malloch (2014) offered although transformational leadership is

advantageous, more is needed to encourage innovation in complex companies. According to the

author, an atmosphere must be developed to generate innovation, foster creativity, and allow

staff members to try new things and work together. This suggests while transformative leaders

play a critical role, fostering an environment encouraging creativity to thrive is just as important.

Li et al. (2015) investigated the relationship between transformative leadership and

employee creativity in a Chinese setting. They found some aspects of transformational

leadership, such as attentiveness to the needs of each and intellectual stimulation, were

connected favorably with employee creativity. According to their findings, creative workers can

benefit from transformational leaders who foster employees' individual talents and intellectual

curiosity.

Rpk et al. (2019) and Malloch (2014) used various tacks when discussing how leadership

and innovation are related. Malloch (2014) stressed the significance of building an inventive
atmosphere, whereas Rpk et al. (2019) concentrated on the function of transformational

leadership in directly encouraging creativity. On the other hand, Li et al. (2015) gave thorough

insights into the aspects of transformational leadership affecting creativity, highlighting the

leadership behaviors supporting a creative work environment. Collectively, these studies show

how transformational leadership may foster creativity in a variety of ways. Malloch (2014)

emphasizes the necessity to support transformational leadership with a supportive atmosphere for

innovation, whereas Rpk et al. (2019) and Li et al. (2015) showed its direct effect on creativity.

Comprehensive studies of the use and effects of transformational leadership (TL) on

Iranian employees' professional experiences currently lack in the body of research. Although

TL's advantages have been discussed in a number of contexts, there still needs to be a sizable

knowledge vacuum about its particular effects on the higher education system in Iran. By

examining Iranian graduate students' perspectives on the consequences of TL in their careers in

Iran, this article seeks to fill this gap. In contrast to other research, focusing primarily on TL's

effect in many situations, this research intends to shed light on the proposed research question:

How TL is viewed and experienced by Iranian graduate students within their professional

contexts. This study will offer helpful insights into the practical consequences of TL inside the

Iranian higher education system by examining the effect of TL on essential factors, including

motivation, creativity, and job satisfaction. This study aims to fill the current information gap

while also offering educators, politicians, and Iranian institutions practical insights. The results

of this study might provide direction for employers looking to practice effective leadership

techniques benefiting Iranian employees' motivation, creativity, and work satisfaction, resulting

in increased organizational performance and workplace dynamics.