This study examines the influence of transformational leadership on employee outcomes, particularly work performance, burnout, and social loafing, with intrinsic motivation serving as a mediating variable. Utilizing self-determination theory and leadership literature, the study adopts a quantitative methodology, employing validated measures to gather data from 331 mid-level and frontline managers in Non-Banking Financial Companies (NBFCs). The results indicate that transformative leadership exerts a direct favourable influence on work performance while significantly mitigating burnout and social loafing. Intrinsic motivation partially mediates the links between transformational leadership and both work performance and burnout; however, it does not mediate the association with social loafing. The findings underscore the pivotal influence of leadership behaviours in cultivating intrinsic motivation, thus improving employee performance and well-being while mitigating stress and disengagement. These insights enhance organizational behaviour literature and offer practical implications for leaders and policymakers to develop training programs that reinforce transformational leadership techniques, ultimately fostering motivated and resilient workforces.