“Impact of Leadership Style (Transformational & Transactional Leadership) On Employee Performance & Mediating Role of Job Satisfaction” Study of Private School (Educator) In Pakistan

Global Journal of Management and Business Research

Volume 12 Issue 4 Version 1.0 March 2012
Type: Double Blind Peer Reviewed International Research Journal
Publisher: Global Journals Inc. (USA)
Online ISSN: 2249-4588 & Print ISSN: 0975-5853

“Impact of Leadership Style (Transformational & Transactional
Leadership) On Employee Performance & Mediating Role of
Job Satisfaction” Study of Private School (Educator) In
Pakistan
By M. Umer Paracha, Adnan Qamar, Anam Mirza, Inam-ul-Hassan
& Hamid Waqas
Muhamad Ali Jinnah University
Abstract - The purpose of this research is to determine that does leadership styles that is Transformational

leadership style and transactional leadership style has an impact on employee performance. Also we wish to see that if job satisfaction has a mediating effect or not. For this purpose data was collected from 6 schools working in Rawalpindi and Islamabad. Result shows that transactional and transformational both are significantly positive associated with Employee performance however transactional leadership was more significant then transformational. Another important discovery made was there is no mediating role of Job satisfaction between transactional leadership. But it mediates with transformation leadership and employee performance.

Keywords : Leadership style, Transformational Leadership, Transactional Leadership, Job satisfaction,
Employee performance.
GJMBR-A Classification : FOR Code: 130304, 150305 JEL Code: O15, M31

ImpactofLeadershipStyleTransformationalTransactionalLeadersh- ipOnEmployeePerformanceMediatingRoleofJobSatisfactionStudyof- PrivateSchoolEducatorInPakistan
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© 2012 . M. Umer Paracha, Adnan Qamar, Anam Mirza, Inam-ul-Hassan & Hamid Waqas.This is a research/review paper, distributed under the terms of the Creative Commons Attribution-Noncommercial 3.0 Unported License http://creativecommons.org/licenses/by-nc/3.0/), permitting all

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