Font Size:     

The basic purpose of the study is to examine the relationship between transformational leadership and proactive work behavior through the mediating role of psychological empowerment. The paper also attempt to provide logical and thorough understanding regarding how transformational leadership boost up the state of psychological empowerment and how in turns psychological empowerment influence the proactive behavior of employees. Based on theoretical and empirically supported arguments and theories, this hypothesized study builds upon 16 hypothesis including main hypothesis, sub-hypothesis and mediation hypothesis. To test these hypotheses, data were collected from 278 followers working in the service sector of Lahore, Pakistan through the disproportionate quota sampling. Findings of the study supported the proposed hypothesis which can be used by the organizational leaders to enhance proactivity among their followers. This study will help in realizing Pakistani organizational leaders that the power distance approach or authoritarian approach they are following is not suitable for producing proactive employees, they need to give them a feel that they are empowered and empowerment is not something which a leader should announce, in fact they need to transform their followers in such a way that they psychologically consider themselves as empowered. The study also add value by using selfconcept based theory of leadership and social exchange theory to support the relationship between transformational leadership and employees’ proactive behavior thus provided a motivational mechanism of psychological empowerment that link up their relationship.