Relationship between transformational leadership and employees’ job related outcomes

Leadership style of managers and the organizational and individual outcome related issues have been major theme for researchers for many years. Even though leadership related theories highlight variety of style in different perspectives, Transformational leadership and the related outcomes receive significant attention among researchers as it produces much voluntary behavior in employees. The main aim of the present study is to measure the relationship of employees’ perception related to their superior leadership style on their job related behavior. Four main components of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individual consideration) were studied among employees in private insurance companies as well as public corporation. For this purpose, self-administrated questionnaire used and total of 192 questionnaires were issued using convenient sampling to measure both of the constructs. 127 responses were received. The collected date analyzed using SPPS 20 version and the mediation was examined by the model developed by Baron and Kenny(1986). It was found that transformational leadership is positively related with commitment and performance of employees. Organizational commitment mediates the relationship between transformational leadership and job performance.