The impact of transformational and transactional leadership on job performance with mediating role of organizational politics and emotional intelligence

Abstract

Leadership styles and leaders emotional intelligence (EI) capabilities play an important role in any organization success. Leadership styles have deeper impact in designing, formulating and implementing organizational strategies to cope with the challenges associated with employee’s job performance. Few numbers of studies has investigated the relationship between leadership styles (transformational and transactional)and employee’s job performance through mediating role of leaders EI capabilities and considering employees organization Politics behavior. In the current research study, we conduct it in Higher education institutions (HEI's) sector of Khyber Pakhtoonkhwa Pakistan to validate the relationship between transformation, transactional leadership styles and employees job performance attitude via task accomplishment and Organization citizenship behavior (OCB). Researchers also check the multi- meditational role of organization politics andleader’s emotional intelligence capabilities. For this purpose data was collected from a sample (360) of employees working in Higher education sector of both public and private sector universities through questionnaires that was adapted from previous research studies. Results from the four different research models of the current study indicate that the relationship between leadership styles have not only direct effect over employees in role and extra role performance, but this direct relationship is effectively mediate by emotional intelligence and POP of employees. In order to compare the two styles of leadership with employees job performance it is concluded that transformational leadership act a stronger predictor of employees in role (Task Completion) and Citizenship behavior. Our second important way was to investigate the mediated models to find out the relationship between leadership styles and Emotional Intelligence (EI) as well as POP. It has been proposed that leadership styles (Transformational and Transactional) are strongly associated with perception of employees toward the emotional intelligence level of leaders. On the other hand, leaders also perceived politics as an important attribute in shaping the behavior of organization member`s. On the basis of previous literature it was proposed that Emotional Intelligence (MV-1) and POP (MV-2) is associated with employees job performance attitude i.e. citizenship Behavior (DV-1) and task performance (DV-2). Our finding shows that EI was positively and significantly associated with task xix performance. The study tries to investigate the best possible mediating role of different variables to understand the mechanism behind leaders, member’s relationship. Results of the current study conform the notions that behavior of top level management and employees outcomes may be affected by different situational variables. The role of organization politics between leadership styles and employees extra role behavior become act as a catalyst , and during the mediation analysis it conforms that the leaders members relation can be better understand from the perception of politics, fairness and justice. Key Words: Transformational and Transactional leadership, Organization Citizenship behavior, Emotional intelligence, Task Performance, Perception of Organization Politics.