Impact of Transformational Leadership and Participative Leadership on Team Performance with Mediating Effect of Organizational Culture: A Study of IT Sector of Pakistan

Abstract

The study is based on a cross-sectional design and employs a quantitative method to investigate the impact of participative and transformational leadership on team performance in the IT industry of Pakistan. Organizational culture is a central mediating variable. A sample of employees from various Pakistan-based IT organizations, including both male and female individuals, was surveyed using random sampling techniques. Data was gathered via online surveys or questionnaires to assess team performance, organizational culture, and perceptions of transformational and participative leadership. Statistical methods such as correlation analysis, mediation analysis, and moderation analysis was used for data analysis. Ethical standards, including informed consent and confidentiality, will be strictly followed. Data was collected from the IT sector Pakistan including both male and females. A sample of 313 employees has used in this research. Data analysis was done using SPSS and Amos to check the significance of the variables and their relationship in terms of mediation and moderation. The findings indicate that transformational leadership significantly influences team performance, with organizational culture acting as a partial mediator. Participative leadership also shows a significant impact on team performance. These results suggest that leaders who adopt a transformational or participative approach can effectively enhance team performance in Pakistan's IT sector. The study underscores the importance of fostering a positive organizational culture to maximize the benefits of these leadership styles.