INTRODUCTION
It has been seen that the relationship between leadership style (LS) and staff involvement has drawn huge attention in both academic and real-world backgrounds. Also, in sectors that effectively depend on individual interaction and originality, such as fashion retail, leadership practices play a vital role in enhancing the satisfaction of staff, motivation, and overall performance. In addition to this, the UK fashion retail industry is one of the most vital and fast-paced sectors, where the skill to involve staff directly impacts not only productivity but also the experiences of companies and their success. According to Chaney (2025), fashion retail leaders who are effectively involved in regular learning and enhancement channels they showcased a thirty-five per cent enhancement in team performance and a thirty per cent enhancement in staff retention rates.
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Context to the Study
The UK Fashion Retail Sector
It has been noted that the UK fashion sector is one of the biggest and most active industries of the worldwide economy, mainly known for its contribution to employment and its cultural impact on the worldwide status. As noticed by Gonda et al. (2020), the worldwide textile and fashion industry is among the most essential industries of the budget in the globe, based on the size of investment, turnover, role in GDP and service. Also, the sector covers a huge range of industries, from high-street retailers and fast fashion to high-end brands. Nowadays, it has been noticed that the choices of individuals grow effectively, most of the time influenced by social trends, worldwide events, and technological enhancements. Retailers must adapt quickly to changes in requirements and seasonal variations, and competition from online channels.
In addition to this, the regular requirement for adaptability places huge pressure on staff, who are needed to keep a high level of performance while operating in the most stressful situations. The next vital aspect involved in this is the dependency on individual-facing staff as a brand symbol. Also, the sales connections and store employees effectively communicate with individuals, showcasing the principles, culture, and identity of the brand. As per Moss (2021), the staff seek to reach the objective of the companies when they can align with their leaders.
Leadership Styles in Retail Background
It can be said that LS is a vital aspect of how staff see their work atmosphere, their level of satisfaction, and the amount of involvement. Alfrida et al. (2020) highlighted that the application of the proper leadership style and correct reward policy will effectively motivate staff involvement in reaching the objective of the organisation. In addition to this, several leadership styles highlight several behaviours and priorities, and their efficiency most of the time depends on the nature of the company and the requirements of staff. There are several essential leadership styles, such as transformational and transactional, which state that transformational leadership (TL) is most often showcased as an efficient method in an atmosphere needing creativity and flexibility. The main benefit of adopting this style is that it motivates staff by showcasing a clear vision, motivating innovation, and providing personalised help. According to Rasheed et al. (2021), TL involves five vital aspects, such as vision, motivational communication, supportive leadership, intellectual inspiration, and individual credit. Conversely, transactional leadership mainly focuses on structure, order, and the exchange of rewards for performance. It has been understood that leaders adopting this style highlight rules, structures, and measurable results.
Research Aim
To examine the influence of LSS on EE in the UK fashion retail industry.
Research Questions
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How does LS impact WS and desire?
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What is the effect of WS and desire on work involvement?
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How are WC, involvement and leadership interrelated?
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What is the link between LS and EE in the context of UK retailers?
Research Objectives
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To find out the effect LS has on WS and desire.
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To identify the effect of WS and desire on work involvement.
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To evaluate the interconnection between WC, involvement and leadership.
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To find out the link between LS and EE in the UK fashion retail.
Rationale for the Study
This study highlights that leadership and individual involvement are aligned aspects that showcase the complete efficiency of companies. Also, in sectors such as fashion retail, where there is a high level of competition and the experience of the individual is mainly dependent on the performance of staff. As noticed by Khoa (2020), in the fashion sector, the rivalry between companies is gradually increasing with the entrance of personalised fashion brands for every individual, also known as a planned fashion brand. It can be said that the study is essential, and the main reason behind this is that it mainly focuses on the UK fashion retail sector, which faces several issues, such as high turnover rates and a regular requirement for innovation and adaptability. Also, the research contributes to in-depth knowledge of the devices through which leadership enhance the company's culture and behaviour of staff.
LITERATURE REVIEW
Overview
It has been detected that the UK fashion retail sector is categorised by quick shifts, huge competition, and a highly varied staff, making the involvement of staff an essential aspect of a company's success. It is important that retail companies should not only focus on sales performance, but also make sure that their staff are motivated, satisfied, and linked with the organisation's planned goals. With respect to this background, leadership plays an essential role, as leaders impact office behaviours and the company's culture. In addition to this, employee engagement (EE) involves emotional, mental, and behavioural aspects, showcasing the level to which staff invest their energy, originality, and promise in reaching the objectives of companies. This section will involve four important themes: Leadership Style, Work Satisfaction, and Desire. Work Satisfaction, Desire, and Involvement. Work Culture, Involvement, and Leadership, and Leadership Style and Employee Engagement.
Leadership Style, Work Satisfaction and Desire
Leadership Style (LS) refers to the methods, performance, and approaches that leaders adopt to impact, guide, and handle their teams. According to Bwalya (2023), the LS leader chooses to utilise plays a vital role in defining the effectiveness and results of their leadership. It is one of the crucial aspects in enhancing the work atmosphere, staff attitudes, and overall performance of companies. In addition to this, there are various common types of LS seen in the retail industry, involving transformational and transactional. As noticed by Lai et al. (2020), transformational leaders motivate individuals to efficiently utilise their smartness or experience, and see issues from several viewpoints.
Conversely, Transactional leadership mainly focuses on proper rules, expectations, prizes or drawbacks. With respect to fashion retail, transactional leaders make sure that daily operations run effectively, targets are met, and values are maintained. As per Fischer et al. (2022), Transactional leadership is characterised by a network of advantages and drawbacks; when staff do the correct thing, they get happy. In addition to this, work satisfaction (WS) refers to the emotional and mental assessment of one’s job involving aspects such as credit, career enhancement opportunities, reward, work-life balance, and overall company help. Lasrado and Zakaria (2020) stated that companies' rules that enhance the satisfaction of staff in their office atmosphere can have a good impact on staff energy behaviour and productivity. With respect to fashion retail, WS is impacted by a combination of leadership behaviours, team dynamics, and policies of companies. One of the best examples of this is that staff who get timely feedback, credit for their help, and opportunities to learn the latest skills are more likely to experience a good level of satisfaction. In addition to this, desire is effectively related to motivation and desire is also impacted by both intrinsic and extrinsic aspects. According to Harefa et al. (2025), motivation is impacted by aspects such as intrinsic rewards, like personal enhancement and credit, and extrinsic rewards, such as salary enhancement and job security.
In addition to this, the author Bwalya (2023) highlighted that LS showcase the complete effectiveness of office practices. In addition to this, the authors Lai et al. (2020) showcased that transformational leaders motivate individuals by motivating originality and mainly focusing on their long-term enhancement. Conversely, the authors Fischer et al. (2022) specified that transactional leadership focuses on rules and rewards, which are essential for operational consistency and reaching everyday goals.
Work Satisfaction, Desire and Involvement
Work involvement refers to the level to which staff are mentally and emotionally committed to their roles, responsibilities, and the wider goals of the company. With respect to the UK fashion retail sector, work involvement is specifically crucial, as frontline employees, store managers, and selling teams regularly offer a good level of individual service. As noticed by Wang and Wu (2024), the front-line work team is the basis for service enhancement. Work Satisfaction (WS) is a multi-layered idea involving the emotional and mental assessment of one’s job experience. In addition to this, staff assess their satisfaction based on several aspects, involving recognition, career enhancement, work-life balance and relationships with employees. As per Gladia et al. (2024), jobs that involve and are linked with employees’ skills and interests tend to enhance satisfaction. With respect to the fashion retail, WS is impacted by the active and, most of the time, by the high-pressure atmosphere of the sector.
In addition to this, desire, as an aspect of staff motivation, showcases the internal initiative to reach objectives, enhance expectations, and involve in work-relevant actions. Paramita et al. (2020) highlighted that a business's culture plays an essential role in enhancing staff innovative behaviours, as a company's culture creates commitments among staff in the belief of innovation fixed in the company. It can be said that the relationship between WS, desire and work involvement is recurrent and equally helpful. Also, good levels of WS improve desire, as satisfied staff build a good level of relationship with their roles and feel motivated to meet expectations of performance. According to Nugraha and Rukhviyanti (2024), research shows that when staff feel job satisfaction, they tend to enhance expectations and offer good levels of outcomes.
In addition to this, the authors Wang and Wu (2024) showcased that frontline staff from the basis of service improvement, making their satisfaction and involvement essential in customer-driven sectors like retail. In addition to this, Gladia et al. (2024) discussed career enhancement, work-life balance and the alignment of tasks with staff expertise. The authors Nugraha and Rukhviyanti (2024) showcased that job satisfaction highlights the relationship between work involvement and productivity.
Work Culture, Involvement, and Leadership
It can be said that the work culture (WC) showcases the shared values, beliefs, behaviours, and standards that enhance how staff communicate with one another, approach their tasks, and see the company. As noticed by Fernandes et al. (2023), WC is the set of values, standards, objectives, and opportunities shared by all staff of a company that helps in enhancing their promise and performance. It has been seen that, as in the UK fashion retail sector, where experience, creativity, and operational effectiveness are essential, work culture effectively impacts the mark to which staff commit to their work and enhance responsibilities. In addition to this, leadership is one of the essential aspects of WC, as leaders enhance behaviours, set expectations, and model values that staff adopt. As per Jerab and Mabrouk (2023), leadership behaviours and activities are offered as an important driver of a company's culture. With respect to fashion retail, leaders not only direct operational tasks but also enhance an atmosphere that motivates partnership, creativity, and a high level of performance.
DeSilva (2021) stated that transformational leaders can motivate and boost their groups to challenge old company standards and build new paths of managing data or tasks. In addition to this, work involvement is effectively aligned to WC, and the main reason behind this is that the atmosphere in which staff work controls the degree to which they are willing to invest emotionally and mentally in their work. In addition to this, the interconnection between work culture, leadership and WC is also seen in the alignment of the company's principles with staff principles. According to Hazzaa et al. (2021), the study found that highly involved staff are more likely to participate in actions outside of the office, showcase their work as an enjoyable duty, and see their work as fun. As noticed by Newman et al. (2020), leadership has been showcased as a significant aspect across several countries, organisations, team structures, and its impact on worker motivation and team performance. In addition to this, recognition feedback and reward devices fixed in the WC have an additional impact on work involvement. Also, leaders who regularly see rewards, offer feedback, and build a correct and transparent reward channel enhance positive behaviours and enhance involvement. According to Stankevičiūtė and Savanevičienė (2021), the author has stated that the quality of response can highlight the will of an employee to respond to a reaction.
The authors Fernandes et al. (2023) highlighted that work culture is the shared ethics that improve the behaviour and commitment. In addition to this, Jerab and Mabrouk (2020) highlighted that leadership behaviours act as a main aspect of culture, as leaders set expectations and enhance shared principles. At last, Stankevičiūtė and Savanevičienė (2021) stated that the quality of feedback and reward devices inserted in culture effectively impacts the amount of involvement.
Leadership Style and Employee Engagement
Employee engagement (EE) is considered one of the vital aspects, and it has been detected that the involved staff not only perform their given task, but they also invest extra energy, creativity, and initiative to reach the objectives of the companies. Biriowu and Ofurum (2020) stated that involved staff are the basis of building performance, and this will attract more talented members to the company. With respect to the UK fashion retail industry, EE is specifically essential, and the primary cause of this is that employees on the front lines, store managers, and the creative team effectively impact the experience of individuals and operational effectiveness. In addition to this, transformational leadership is effectively seen as one of the best styles for enhancing high EE. According to Eduzor (2024), transformational leadership has gained a high level of popularity for its ability to motivate followers, enhancing a sense of commitment and dedication that exceeds old-style leadership patterns.
In addition to this, transactional leadership also plays an important role in enhancing EE. It can be said that this style mainly highlights proper expectations, rules, and reward networks. As noticed by Dodamgoda and Anthony (2020), transactional leadership is a procedure of conversation built on the completeness of promised responsibilities. In addition to this, individuals working under transactional leadership get advantages from ease related to their roles, responsibilities, and performance metrics. Also, the impact of leadership on EE is helped by various aspects, involving satisfaction with work, desire, and involvement. Leaders influence EE not only by setting goals and expectations but also by shaping the mental environment in which employees work. Employees who experience high satisfaction, feel motivated, and see alignment between individual and organisational standards are more likely to translate that positive mindset into engagement behaviours. In fashion retail, engaged staff establish initiative in enhancing the shopping experience, support colleagues, and contribute to creative selling or marketing activities. Leadership is the bridge that connects organisational objectives to employee behaviour, making it a critical element of engagement outcomes. As per Decuypere and Schaufeli (2020), leaders can impact staff work involvement not only by using shifting situations of work, but also directly impact their staff through motivating, aligning, and enhancing their staff.
In addition to this, Biriowu and Ofurum (2020) highlighted that involved staff form the basis of a company's existence, and they contribute outside their job description. Also, Eduzor (2024) showcases this point by highlighting that transformational leadership improves commitment and dedication by motivating staff to align with the objective of the company.
Literature Gap
As it has been seen that the literature review studied LS, WS, work culture, and EE, there are still some gaps, specifically in the background of the UK fashion retail industry. As the above studies, such as Lai et al. (2020) and Eduzor (2024), mainly focus on transformational and transactional leadership in general sectors, there is less focus on how these styles function in highly active environments. In addition to this, the next gap that comes in is related to WS and involvement. As the above studies, such as Nugraha and Rukhviyanti (2024) and Gladia et al. (2024), highlight their good influence on performance, they fail to completely address the relationship between satisfaction, desire, and involvement. At last, there has been less study on how involvement builds in retail backgrounds, where frontline staff and creative employees effectively enhance the experience of individuals and brand independence.
Summary
In summary, the literature review section has critically studied the leadership styles, work satisfaction, work culture, and EE in the background of the UK fashion retail sector. The above studies stated that leadership plays an essential role in improving the experiences of staff, with transformational and transactional methods each providing different benefits and drawbacks. In addition to this, the studies have highlighted that WC is not only a product of leadership behaviour, but also a basis of involvement and performance. Lastly, EE has arisen as one of the essential aspects of a company's success.
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METHODOLOGY
Research Philosophy
Research Philosophy is the basis of any academic review, as it builds the assumptions related to the information creation, the nature of truth, and the approaches by which wonders can be known. With respect to this research, positivist philosophy is adopted, and the main reason behind choosing this philosophy is that it highlights objectivity, practical measurement, and the utilisation of a scientific approach. According to Hasan et al. (2024), Positivism highlights that proper information should be based on real-world experience and observation, and that all information should be seen, measured and tested. In addition to this, with respect to this research, positivism is effectively suitable, and another reason is that it mainly focuses on the relationship between LS and EE in the UK fashion retail sector. One of the main advantages of the positivist philosophy is that it minimises bias. As the research mainly depends on a proper questionnaire and statistical analysis, the subjective viewpoints of the study do not impact the results. As the UK retail sector is characterised by several office demographics, higher individual interaction, and regular pressure to shift. By using positivist philosophy, the research generates outcomes that provide essential insights.
Research Approach
It can be said that the research approach showcases how theoretical information is aligned with practical research. With respect to this study, the deductive method is adopted. The main reason for choosing this approach is that deduction is particularly essential, and the main reason is that there is already a study on LS and EE. As noticed by Kumar and Ujire (2024), the main difference between inductive and deductive study is that deductive aims to test theory, and the inductive method is mainly concerned with producing the latest theory from that information. The next essential reason for selecting the deductive method is that it can provide a good level of clarity and structure to the research process. In summary, one could state that the deductive approach is one of the best approaches, as it offers several benefits such as a good level of simplicity and building.
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Research Strategy
The research strategy can be defined as the overall path that guides how data will be collected and analysed to report the main objective of the research. Concerning this research, the survey strategy is chosen. This study will involve 100 professionals who are aligned with the UK fashion retail sector. In addition to this, it has been observed that surveys are effectively used as one of the most efficient plans for numerical study, and the main reason behind this is that they allow investigators to collect proper data from a huge number of participants in a short period of time. As per Mohajan (2020), a survey conducted at a single point in time or over a short period is also known as cross-sectional research. In addition to this, with respect to this study, the survey plan is best, and the main reason behind this is that both LS and EE mainly need measurement through calculative pointers. The next reason for adopting the survey strategy is its capability to reach a huge number of individuals.
Research Choice
This research adopts a mono-quantitative method. The main role of the mono-quantitative choice is that it includes the gathering and analysis of mathematical information utilising a single quantitative approach. The main reason for adopting this research choice is that it lies in its capability to produce calculable, comparable, and generalised information. In addition to this, the mathematical information will be gathered using the survey and will be analysed using statistical tools like descriptive statistics, frequency analysis, and correlation. Ghanad (2023), the author highlighted that for gathering descriptive information, observational and survey approaches are mainly utilised. The next reason behind adopting this research choice is due to its capability to generate generalisable outcomes. In addition to this, it can be said that mono-quantitative choice helps the utilisation of statistical analysis techniques like frequency distributions, descriptive statistics, and correlation analysis.
Data Collection
It can be said that data collection is one of the most essential phases in the study process, and the reason behind this is that it directly controls the correctness, dependability, and significance of the outcomes. Regarding this research, the data will be collected using a survey, and a closed-ended questionnaire will be available for professionals aligned with the UK fashion retail sector. According to Mazhar et al. (2021), the significance of gathering information lies in the fact that without collecting the specific data, the study could not be done. Also, it can be said that the survey approach is specifically essential for this study, and the main reason behind this is that it links with the positivist philosophy, the deductive method, and the mono-quantitative research choice. The next essential advantage of the survey is that it supports the effective gathering of information from a huge sample. In addition to this, the next advantage is related to the capability to generate calculable information from the survey.
Sampling
The next important part of the methodology section is the sampling, and concerning this research, convenience sampling is utilised. The main role of the sampling is to control the subset of the population from which information will be gathered and ensure that results can be understood effectively. The author Scholtz (2021) explained the concept of convenience sampling, which is considered one of the best methods in the study. Also, the main role of convenience sampling is to select professionals who are easily accessible and have an interest in taking part in the study. In summary, it can be said that convenience sampling is one of the best methods, and the main reason is that it provides efficiency and the ability to reach the main objective of the research.
Data Analysis
Data analysis is one of the important aspects of the methodology section, and the main reason behind this is that it provides important information that can help report the main objective of the research. Also, regarding this research, the collected numerical data is measured using essential statistical methods, which include frequency, descriptive, and correlation analysis, utilising Microsoft Excel. Also, it has been seen that it offers several advantages, such as all these techniques are efficiently linked with the study philosophy, study approach, and choice. Regarding this study, the data analysis is divided into three parts. At first, it is frequency analysis, which mainly focuses on how many times a response comes in the survey. The main benefit of the frequency analysis is that it provides an introduction to demographic features of the participants, like gender and age. The next part, which is involved in the data analysis section, is the descriptive statistics, which mainly gives the overall insights related to the data. This part mainly covers the aspects such as mean, median, and mode. According to Kotronoulas et al. (2023), the authors have explained the concept of descriptive statistics, which highlights that it is mainly utilised to give overall insights into variables in information.
Ethical Considerations
It has been seen that ethical consideration is one of the important parts of the research. With respect to this study, ethical considerations are effectively addressed, and the main reason behind this is that information is gathered directly from the professionals aligned with the UK fashion retail sector. In addition to this, one of the main ethical considerations is related to informed consent, as the participants are effectively informed about the main aim of the research and the nature of the queries. The next essential ethical consideration is related to confidentiality, as this study ensures that no personal information is gathered, such as name and contact information. Hasan et al. (2021), the authors highlighted that truthfulness, reporting information, privacy, confidentiality, and reporting outcomes truthfully are vital to the study approach. At last, this research follows ethical values related to honesty and integrity. As this study is built to report results correctly.
Limitations of the Methodology
There are several limitations of the methodology; the first one is related to the convenience sampling, as this method is practical and price-efficient, but it may not completely showcase the wider population of staff in the UK fashion retail industry. Also, this may influence the outcomes of the research. In addition to this, the next limitation of the methodology is related to the dependency on self-reported information gathered through surveys, as surveys are effective in collecting a huge amount of information, responses from the participants are subject to bias. The third limitation of the methodology is related to the measurement of scope, as quantitative surveys capture information in a mathematical format, which may not completely showcase the richness and difficulty of individual experiences.
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Results
Overview
This section of the research will illustrate and delve into the findings and results of the statistical analyses, including descriptive, correlation, and frequency tests. Additionally, to achieve the desired outcomes, a virtual survey will be conducted among participants in the retail industry. Furthermore, descriptive statistics aid in summarising and briefly concluding the data and information to derive appropriate results for the dissertation. The correlation analysis will further assist in identifying the relationships between the variables identified from the survey results. Alongside that, frequency analysis will help pinpoint the number of individual choices and variables included in the survey.
Frequency analysis
Table 1 – Age of respondents
Table 2 – Gender of people
Table 3 – Position in the retail sector
Table 4 – Years of working in the UK retail sector
Table 5 – The leadership style of the manager
Figure 1 - Age of respondents
Figure 2 - Gender of people
Figure 3 - Position in the retail sector
Figure 4 - Years of working in the UK retail sector
Figure 5 - The leadership style of the manager
The results of the online survey signified that the participants were of different ages, and the majority of them were from the group of 36 to 45 years, with 34 participants. It was followed by the group of 26 to 35 years, with 27% and 20% participants from the age group of 46 to 55 years. Along with that, around 14 people were aged between 18 and 25 25years, and the remaining 5 respondents were in the age group of 55 years.
The output of the online survey also discussed the gender of the respondents who participated in the survey, and it was observed that around 25% of the respondents were male. Apart from that 38% females and the remaining did not disclose their gender due to a lack of confidence in the survey.
The survey includes the question regarding the position in the retail sector held by the participants, and it suggested that a large number of people worked at the position of marketing associate, with 31%. Further, 28% worked as a manager 26% as a sales associate, and 11% people held the position of assistant manager and the remaining worked as an executive.
It also reveals the working years of the respondents who were working in the retail sector, and around 39% of the participants had worked between 3 and 5 years in the given sector. Along with that 21% have the working experience of 1 to 3 years, and 19% have worked for around 5 to 7 years in the retail sector. Apart from that, 10 people have more than 7 years of experience, and the remaining 11 have joined recently and have less than a year of experience.
Table 6 – Appreciation for contribution at work
Table 7 – Satisfaction with the current job role
Table 8 – Efforts and commitment at the workplace are rewarded fairly
Table 9 – Level of motivation
Table 10 – Leadership style affects motivation
Figure 6 - Appreciation for contribution at work
Figure 7 - Satisfaction with the current job role
Figure 8 - Efforts and commitment at the workplace are rewarded fairly
Figure 9 - Level of motivation
Figure 10 - Leadership style affects motivation
An online survey indicated the adopted style of leadership by the managers and superiors at the retail organisation, and most of them followed a participative style, with 30%, followed by transformational (27%). In addition, around 22 people adopted transactional, 11 were the followers of free style and the remaining applied autocratic.
The online questionnaire consists of questions which signified the opinion of the individuals regarding the appreciation received from the manager, and around 30% of the people said yes, they received appropriate appreciation from the manager in the organisation. Moreover, 36% showed their contradiction towards the asked question and 34 respondents were confused regarding the appreciation from their superior.
The survey included a question regarding the satisfaction level of the individuals with their present job role, and it was noted that around 28% of the respondents were satisfied with their current job role; from that, about 6 people were highly satisfied. However, about 34% of the people were dissatisfied with the existing job role in the retail sector, and the remaining 39% of the participants tended to be neutral regarding their satisfaction with the job.
The question regarding the efforts and commitments that were valued at the organisation was also asked, and the responses of the survey indicated that 44% of respondents agreed that their efforts and commitments were valued at the organisation. Contrastingly, it also suggested that 25% respondents disagreed with the statement, and about 31% preferred to be neutral on the asked question.
In addition, the virtual survey also suggested the enthusiasm and motivation level in the individuals to attain the goals and objectives in the workplace, and around 13% of individuals were highly motivated, and 34% were somewhat motivated to accomplish their job-related objectives over the period. Contrastingly, about 17% of the participants were slightly motivated, and 9% were not motivated and encouraged in the organisation. Apart from that, the remaining 27 participants were neutral on the motivation level in the workplace.
Table 11 – Support for daily roles and responsibilities
Table 12 – Promotion of collaboration and teamwork in the workplace
Table 13 – Extra efforts contribute to attaining the objectives
Table 14 – Leadership practices influence on motivation
Table 15 – Satisfaction with the engagement at work
Figure 11 - Support for daily roles and responsibilities
Figure 12 - Promotion of collaboration and teamwork in the workplace
Figure 13 - Extra efforts contribute to attaining the objectives
Figure 14 - Leadership practices influence on motivation
Figure 15 - Satisfaction with the engagement at work
Apart from that, the survey also asked questions related to the influence of leadership style on the overall motivation level of individuals in the retail sector, and it was observed that about 55% of the respondents agreed with the question asked. In addition, around 23 people chose a neutral stance on the given question, and only 22 respondents said that there was no influence of leadership style on their motivation level.
The findings of the survey also indicated the support received from the organisation in carrying out the daily job roles and responsibilities, and 52 participants agreed that they received suitable support and assistance from the organisation. Apart from that, about 24% tend to be neutral on the asked statement, and 24% of the people opposed the statement and said that they did not receive any sort of support and assistance from the organisation.
The responses help in determining the commitment and contribution of the organisation in the promotion of collaboration and teamwork in the organisation, and around 46 people out of 100 agreed that their organisation promoted collaboration and teamwork in the organisation over the past years. However, 30% think that their enterprise did not encourage collaboration and teamwork in the organisation, and the remaining 24% tend to be neutral on that question.
Around 39% of the participating respondents in the online survey said that they put extra effort and commitment into the organisation to accomplish the goals and objectives in the organisation over the period. However, 32 respondents did not put any sort of extra effort, and the remaining 29 people were not sure about that.
An online survey indicated the contribution of the leadership style to the overall engagement level of employees in the organisation, and about 35% of the participants agreed that it has a significant contribution to the engagement level. Contrastingly, 32% of respondents disagreed with the statement, and 33% tended to be neutral on the question regarding the contribution of the leadership to the overall engagement.
Apart from that, the last question of the online survey was about the satisfaction with the engagement level at the workplace, and the results of the survey signified that 52 people were satisfied with their current level of engagement at the workplace. However, about 17 respondents demonstrate their contradiction, and the remaining 31 prefer to be neutral as they were not aware of the concept of engagement at the workplace.
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Descriptive Statistics
The calculated results of the descriptive statistics have been presented and demonstrated below –
Table 16 - Results of Descriptive Statistics
The components in the above table present the output of the descriptive statistics of the survey responses. Further, it helps in summarising the wide range of data and information that was collected from the online survey. Moreover, the mean value of 1.94 indicated that individuals in the retail sector received appropriate support and their efforts were recognised at the organisation over the past few years. In addition, the value of 2.9 signified that the majority of the participants were satisfied with their overall performance in their current job role. Apart from that, 3.23 suggested that individuals put extra effort and commitment into achieving their job-related objectives in the given sector. Along with that, the average value of 3.17 reflected that the participants in the survey were motivated to accomplish their job-related goals and objectives in the organisation over the years.
Further, the value of 3.5 indicates that the adopted style of leadership by the manager and superior significantly and directly affects the motivation level of the subordinates. However, 3.74 reveals that the organisation supported the individuals in their daily roles and responsibilities at the workplace, and 3.28 indicated that their organisation has promoted and fostered collaboration and teamwork in the organisation with their policies and objectives over the period. Similarly, the 2.07 indicates that the majority of participants put additional effort into attaining their objective in the organisation. Subsequently, the mean value of 3.1 signified that the leadership practices significantly and directly contributed to the promotion of the engagement level at the workplace over the coming years. Apart from that, 3.51 suggested that a large number of the respondents were satisfied with their engagement level in the organisation, which was affected by the adopted style of leadership.
The outcome of the SD ranges from 0.814 to 1.27, which tends to be high and suggesting that the level of variation in the dataset tends to be high, which might affect the quality of the results over the period. Apart from that, the table also indicates the range, maximum and minimum, which helps in determining the outliers and incorrect values in the obtained information from the online survey. In addition, the value of the minimum was 1, and the maximum tends to be 3 or 5, depending on the number of options in the question.
Correlation Analysis
The obtained output of the correlation analysis has been provided below –
Table 17 - Correlation Examination
The elements in the above table suggest the output of the correlation, which helps in determining the influence of a change in the value of one variable on the results of another variable. Further, the values in the above table indicate that the appreciation received for the work is positively associated with all other variables, such as satisfaction with the current job role, extra efforts, motivation level and influence of leadership style on the motivation level. Moreover, it was also confirmed by the values of coefficients 0.15, 0.159, 0.136, and 0.110, respectively. Apart from that, satisfaction with the existing job role is also directly related to efforts and commitment, overall motivation level and the effect of leadership as indicated by the values like 0.30, 0.27, 0.28 individually.
Similarly, the efforts and commitment put into the workplace are positively associated with the achievement of goals and objectives and the influence of leadership style, as confirmed by the values like 0.53 and 0.49, respectively, in the above table. In addition, the correlation coefficient of 0.51 signified that leadership style positively and directly affected the motivation level of the individuals who worked in the retail sector over the past few years.
Summary
This chapter explained the results of frequency analysis, descriptive and correlation examination of survey responses related to the retail sector of the UK. Further, the results of frequency and description reflect that individuals directly think that the adoption of leadership style positively and directly affects the overall level of motivation at the workplace over the period. Additionally, the results of the correlation examination reflect that extra efforts and commitments positively assist the individuals in accomplishing the goals and objectives over the period and positively increase their level of engagement at the workplace over the years. Along with that, a strong and positive association among the variables was observed in the above results.
DISCUSSION
Overview
This section will discuss the results of the research on how LS influences EE in the UK fashion retail sector. In addition to this, the main aim of this section is to interpret the outcomes within the background of the present literature. Nowadays, it has been seen that the fashion retail industry is characterised by huge competition and quick market change. This section will involve four essential themes, such as how LS impacts WS. Secondly, what is the effect of WS and desire on work involvement? Thirdly, how are WC, involvement, and leadership interrelated? Lastly, what is the link between LS and EE in the background of UK retailers? In the end, this section will offer essential insights.
RQ:1 How does LS impact WS and desire?
It has been seen that the results of this state that LS has a good level of impact on staff work satisfaction and their desire to contribute effectively to the company's goals. This mainly links with the study of Bwalya (2023), who highlighted that the LS leader chooses to utilise plays a vital role in defining the effectiveness and results of their leadership. In addition to this, Transformational leaders play an essential role, particularly in improving WS, and the main reason behind this is that they inspire creativity, offer recognition, and invest in staff long-term enhancement (Lai et al. 2020). With respect to the UK retail industry, transformational leaders help staff in seeing their work as focused, even in the face of regular activity or challenging individual interactions. This mainly links with Eduzor’s (2024) results, which state that transformational leadership enhance intrinsic motivation by enhancing commitment and emotional attachment to the company's objectives. On the other hand, transactional leadership contributes to WS and desire in several paths. The authors Fisher et al. (2022) mainly explained the concept of transactional leadership and stated that this style provides high concrete incentives for achieving objectives. In addition to this, the literature showcases that desire, as a motivational construct, is impacted by both intrinsic and extrinsic elements (Harefa et al. 2025).
Overall, the outcome of the study highlighted that LS has a clear impact on WS and desire among staff in the UK retail industry. The result of the survey highlighted that 55% of individuals agreed that LS effectively influence motivation; on the other hand, 23% were neutral, and only 22% disagreed. In addition to this, correlation analysis also confirmed that leadership gratitude is positively aligned with job satisfaction. This effectively confirms with the Lai et al. 2020 and Eduzor (2024). Overall, the outcome confirms that LS plays an essential role in enhancing WS and desire.
RQ:2 What is the effect of WS and desire on work involvement?
This research has highlighted that higher levels of WS and a good level of desire are positively aligned with a good level of work engagement. In addition to this, staff who are satisfied with their roles and motivated by personal or company objectives are more likely to invest emotionally, mentally, and behaviourally in their work. In addition to this, WS has been essential in recognition, career enhancement opportunities, and work-life balance (Gladia et al. 2024). It has been noticed that satisfied staff are more likely to showcase essential behaviours, like supporting staff during busy hours or offering enhancements to store plans. This links with Nugraha and Rukhviyanti (2024) outcomes, which confirms that satisfied staff showcase a good level of productivity and more sustainable work involvement. In addition to this, it has been observed that desire is one of the essential motivational forces, which showcases the strength of staff work-relevant behaviours. Intrinsically motivated staff, for example, most of the time find meaning in individual service connections and enjoy opportunities to highlight the information of the product, or value a professional enhancement channel (Paramita et al. 2020). The next essential insight is related to the cyclical relationship between WS, desire, and involvement. It has been seen that staff with a good level of WS most of the time feel motivated to reach performance objectives, which in turn improves their engagement. The authors Wang and Wu (2024) highlighted that this dynamic in the service industry, stating that satisfied frontline employees make the base for the regular enhancement.
Overall, the outcomes of this research offered a good level of proof that WS and desire positively impact work engagement. The results of this study highlighted that frequency analysis, 44% staff agreed their efforts were valued, and 39% showcased that they put extra effort outside their formal responsibilities. This result confirms the past studies that stated that WS enhance desire and strengthens involvement by enhancing emotional and behavioural commitments that align with Nugraha and Rukhviyanti (2024) and Gladia et al. 2024). On the other hand, there were some challenges, such as the 31% were neutral related to whether their contribution were valued, and 34% showcased dissatisfaction with their job roles.
RQ:3 How are WC, involvement and leadership interrelated?
The results of this study showcase that WC, involvement, and leadership are effectively aligned, forming a good level of relationship where every aspect enhances the other. With respect to the UK fashion sector, this interrelationship is specifically essential, and the main reason behind this is due to the quick enhancement, individual-driven atmosphere, where companies' culture and leadership decisions effectively enhance staff involvement stages. In addition to this, WC has been explained as the shared principles and behavioural standards that guide how staff interact and perform their duties (Fernandes et al. 2023). With respect to the UK fashion industry, WC showcase creativity, speed of service, and individual responsiveness, all of which are essential to competitiveness. In addition to this, leaders act as planners of culture by modelling behaviours, setting expectations, and enhancing the reward channel (Jerab and Mabrouk, 2023). With respect to retail, transformational leaders are particularly influential in enhancing a culture of enhancement and partnership. By inspiring creativity and allowing staff to take ownership of their roles, transformational leaders enhance a WC that enhances involvement (DeSliva, 2021). In addition to this, the study also highlighted that WC effectively impact involvement by enhancing staff insights of correctness, recognition, and alignment with the company's objectives.
Overall, the outcome of the study highlighted a good level of interrelationship between WC, involvement, and leadership. The survey results highlighted that 46% individuals agreed that their company enhanced partnership and teamwork, and 30% disagreed, and the remaining 24% were neutral. Correlation outcomes confirmed that leadership is effectively linked with involvement, which aligns with the studies of Fernandes et al. (2023) and Jerab and Mabrouk (2023).
RQ: 4 What is the link between LS and EE in the context of UK retailers?
The research highlighted that involvement in this background refers not only to the completion of job tasks, but also to the willingness of staff to invest creativity and initiative into their roles (Birowu and Ofurum, 2020). In addition to this, transformational leadership was found to be specifically efficient in improving EE. Transformational leaders mainly motivate staff by putting a clear vision, enhancing emotional commitment and linking personal objectives with the company's goals (Eduzor, 2024). With respect to the UK fashion retail, this is particularly essential, and the main reason behind this is that staff most of the time face repetitive individual service tasks that can lead to disconnection. In addition to this, transformational leadership is mainly aligned with a good level of involvement; transactional leadership also plays an essential role in retail backgrounds. In addition to this, transactional leaders mainly highlight accountability and reward channels that build predictability and correctness (Dodamgoda and Anthony, 2020).
In addition to this, the outcomes of the research showcased from the survey results that around thirty-five per cent of members agreed that LS efficiently pays to EE, though thirty-two per cent disagreed, and the remaining thirty per cent were neutral. This mainly aligns with the above studies, such as Eduzor (2024) and Decuypere and Schaufeli (2020).
Summary
The above pages of this section mainly showcase the influence of LS on EE in the UK fashion industry. In addition to this, the outcomes of the research have confirmed that LS efficiently influence WS and desire. In summary, the UK retailers should adopt hybrid leadership plans that join transformational inspiration to enhance EE and reach sustainable company performance.
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CONCLUSION
Overview
The main aim of this research was to study the impact of LS on EE within the UK fashion retail sector. In addition to this, this research mainly studied how LS affects WS and desire. Secondly, it studied the effect of WS and desire on work involvement. Thirdly, measure the interconnection between WC, involvement, and leadership. At last, it included the link between LS and EE in the UK fashion retail. This section will start with a discussion of the findings, and then it will offer recommendations for the upcoming study. In addition to this, it will involve limitations of the study and implications of the study. In addition to this, it will involve a contribution to the study, and in the end, it will summarise the essential insights of the study.
Discussion of Findings
The results of this research are linked to the study goal of studying the influence of LS on EE in the UK fashion retail sector. At first, for RQ1, the outcomes supported the literature that LS impacts WS and desire. Overall, the outcome of the study highlighted that LS has a clear impact on WS and desire among staff in the UK retail industry. For RQ2, the study confirmed that WS and desire effectively affect the engagement, building a cyclical relationship consistent with theories of motivation and involvement. Overall, the outcomes of this research offered a good level of proof that WS and desire positively impact work engagement. For RQ3, the study stated that the WC, involvement, and leadership are equally enhancing. Overall, the outcome of the study highlighted a good level of interrelationship between WC, involvement, and leadership. Lastly, RQ4 built a link between LS and EE.
Recommendations for Future Research
The first recommendation is related to the longitudinal design. As this study was cross-sectional, it means that the information was gathered at one time only. On the other hand, longitudinal studies involve the collection of information in phases. The second recommendation for the upcoming studies is related to enhancing the scope by involving comparative sectoral analysis. As this study mainly focuses on fashion retail, comparing across industries would give clarity on whether the impact of leadership style is worldwide. The third recommendation is to involve both types of information, such as numerical and subjective. As it has been seen that surveys offer a good level of statistical insights, subjective approaches like interviews and focus groups can provide stories related to how leadership affects the motivation of individuals and cultural alignment. According to Taherdoost (2022), the mixed-method approach involves a combination of both subjective and numerical methods based on the main aim of the research and the nature of the study queries, aiming to offer a good level of knowledge of the subject.
Limitations of the Research
The first one, which is related to the sample size, mainly involves professionals within the UK fashion retail industry. This may offer a good level of sector-specific insights, but the results may not be completely generalisable to other sectors. The second limitation of this study is that it mainly depends on self-reported information gathered using the surveys. It has been seen that survey approaches are efficient in capturing insights and attitudes. The third limitation of the study is related to the cross-sectional method, which mainly restricts the capability to capture shifts in involvement over time.
Implications of the Research
The implications of this study mainly involve both theoretical and practical viewpoints, such as, at first, from a theoretical viewpoint, this research enhances the significance of LS as a main element of EE. It has been observed that transformational leadership improves intrinsic motivation and involvement, and on the other hand, transactional leadership enhance extrinsic satisfaction. Also, from a practical viewpoint, this research provides vital insights mainly for organisations and bosses in the UK fashion retail sector. In addition to this, this study has offered a good level of significance related to the leadership training.
Contribution of the Research
The contribution of the research involves both academic and real-world aspects. With respect to academic, this research has offered a good level of study related to leadership style and EE by offering practical proof from the UK fashion retail sector that has received less scholarly attention in comparison to the other sectors. This study enhances the knowledge of how LS affects involvement indirectly. On the other hand, from the real world, this study offers essential recommendations for retail leaders and companies. It mainly highlights the significance of adopting hybrid leadership styles, linking culture with involvement plans, and addressing staff satisfaction.
Summary
In conclusion, this section has highlighted the essential insights of the research, showcasing its results, limitations, implications, and contributions. The study showcased that LS plays an essential role in enhancing EE in the UK fashion retail industry. In addition to this, transformational leadership enhances intrinsic motivation and commitment, transactional leadership involves extrinsic satisfaction, and together, these styles impact involvement through satisfaction, desire, and culture. In addition to this, the research also recognised limitations like sample size, self-reporting, and cross-sectional design.
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