Transformational leadership behaviours for change to support on-time performance in the South African airline industry

Abstract

Airline reliability is dependent on processes and systems but more importantly on how leaders can mobilise people through change. This study examined whether transformational leadership (TL) strengthens change management in South African airlines, with employee performance and airline on-time performance (OTP) as change outcomes. The purpose was to test whether specific TL behaviours affected change, especially OTP. A cross-sectional survey of leaders at O.R. Tambo International Airport used an adapted MLQ-6S instrument to capture TL behaviours and perceived outcomes. Ordinal logistic regression was used (Likert-type scales); N = 119 valid responses were analysed. The findings were that TL was positively associated with overall change management. The TL dimensions inspirational motivation (OR≈1.44), intellectual stimulation (OR≈1.37), and individual consideration (OR≈1.37) were significant predictors. Within change management, both OTP and employee performance moved in the expected positive direction, with the TL and OTP pathway the most consistent. Effects were strongest at middle-management level, indicating the organisational locus where leadership capability building may yield the greatest operational benefit. The study contributes local, airline-specific evidence, clarifies outcome architecture (with OTP and employee performance as change dimensions) and underscores practical implications: develop TL skills, embed them in routine operational forums, and read reliability through the lens of leading change.