The Relationship Between Transformational, Transactional Leadership Styles and Employees Performance Mediating Role of Culture Dimensions of Bankers in District D. I. Khan KPK, Pakistan

Abstract

The aim of the study is to find the relationship between transformational leadership style its facets i.e idealized influence behavior, idealized influence attribute, inspirational motivation, intellectual stimulation, individual consideration and transactional leadership styles and its facets, i.e. contingent reward, management by exception active and passive and performance with mediating role of organizational culture. The quantitative method i.e. deductive approach survey method for data collection is used. This study is cross sectional so data is collected one time. Total population of this study is 64 branches of all public and private banks in which 1012 employees are working. Total 278 was population but 450 questionnaires are distributed and 319 questionnaires are collected back. Correlation analysis, hierarchical multiple regression and ANOVA and T-Test are used for analysis. Transformational transactional leadership styles and performance and culture are related with each other also results of regression show that culture does act as mediator on the relationship between transformational transactional leadership styles and performance. Results of ANOVA and t-test also show significant differences upon motivation. As this study is conducted on banks so findings can be generalized only on banking sector not other sectors.