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Does Transformational Leadership Matter for Employee Performance?

Author

Listed:
  • Zaibunnisa Siddiqi

    (Sukkur IBA University, Sukkur, Pakistan)

  • Shahzad Nasim

    (The Begum Nusrat Bhutto Women University, Sukkur, Pakistan)

  • Muhammad Raza

    (Emaan Institute of Management & Sciences, Karachi, Pakistan)

  • Syed Asad Abbas Rizvi

    (The Begum Nusrat Bhutto Women University, Sukkur, Pakistan)

  • Nazia Abdul Rehman

    (Federal Urdu University of Arts, Science & Technology, Karachi, Pakistan)

Abstract

The positive role of the employee cannot be underestimated in the organization's success because employees are the main asset of any organization; these unique assets must be fascinated through an organizational learning culture (OLC). They must also adapt to the changes in the organization to accept the challenges of the current era. Subsequently, this study expects to evaluate the impact of transformational leadership (TL) on faculty performance in Higher Education Institutions (HEIs). In addition, it examines the mediating role of organizational learning culture (OLC) between transformational leadership and employee performance (EP). Data is collected from HEIs in Pakistan. The questionnaire was adopted from past studies and distributed to 400 faculty members of business schools in Pakistan. The result of the study indicates that transformational leadership significantly impacts employee performance (EP) in the presence of a learning culture (mediating variable). The study's findings can be used in other organizations in Pakistan rather than only in academic institutions.

Suggested Citation

  • Zaibunnisa Siddiqi & Shahzad Nasim & Muhammad Raza & Syed Asad Abbas Rizvi & Nazia Abdul Rehman, 2024. "Does Transformational Leadership Matter for Employee Performance?," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 13(1), pages 501-488.
  • Handle: RePEc:rfh:bbejor:v:13:y:2024:i:1:p:501-488
    DOI: https://doi.org/10.61506/01.00233
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    References listed on IDEAS

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