Transformational leadership and job performance in service sector organizations
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Transformational leadership constitutes a relevant managerial perspective for service-sector organizations, since job performance in these contexts depends not only on technical task fulfillment but also on relational quality, initiative, and responsiveness to users and customers. The purpose of this study was to analyze the scientific literature on the relationship between transformational leadership and job performance in service organizations, identifying its explanatory mechanisms and main research gaps. An exploratory literature review was conducted through the search, selection, and narrative-comparative analysis of books, meta-analyses, reviews, and empirical studies related to leadership, organizational behavior, and service management. The results show a predominantly positive relationship between transformational leadership and job performance, particularly in contextual dimensions such as cooperation, helping behaviors, adaptability, courtesy, and customer orientation. Likewise, work engagement, job satisfaction, organizational trust, and service climate were identified as relevant mediators that explain how leaders’ influence is transformed into observable performance behaviors. The study concludes that this leadership style strengthens performance in service organizations; however, its effects are mediated, contextual, and methodologically complex, requiring further longitudinal, multilevel, and multisource research to clarify the conditions under which its influence becomes more consistent, sustainable, and verifiable.
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