INFLUENCE OF TRANSFORMATIONAL LEADERSHIP, PSYCHOLOGICAL SAFETY, AND BURNOUT ON ORGANIZATIONAL PERFORMANCE

Abstract

This quantitative correlational study examined the relationships among transformational leadership, psychological safety, burnout, and organizational performance among 40 public-school teachers from selected schools in Davao del Sur and Sarangani Province. Data were obtained using the Multifactor Leadership Questionnaire, a psychological safety scale, the Maslach Burnout Inventory, and Individual Performance Commitment and Review Form ratings. Descriptive findings indicated generally high ratings for leadership dimensions and psychological safety. Emotional exhaustion and depersonalization were low, while the personal accomplishment result requires cautious interpretation because the direction of scoring was not fully specified. Pearson correlation analysis found no statistically significant relationship between organizational performance and transformational leadership (r = -.062, p = .702), psychological safety (r = .051, p = .756), or burnout (r = .186, p = .251). Relationships among the three predictor variables were also small and nonsignificant. These findings do not demonstrate that leadership, safety, and well-being are unimportant; rather, no detectable linear associations emerged in this small cross-sectional sample. Restricted variation in performance ratings, limited statistical power, and reliance on self-report measures may have reduced the ability to identify effects. Future studies should use larger samples, report instrument reliability, adopt longitudinal designs, and test mediating variables such as engagement, efficacy, and team learning.