Leadership on Performance vs. Mediating Effect on Job Satisfaction: Evidence From Higher Educational Institutions in Pakistan
DOI:
https://doi.org/10.33423/jhetp.v24i3.6830Keywords:
higher education, transactional leadership (TL), organizational performance (OP), potential success (PS), financial performance (FP), coworker (C.W)Abstract
This study aims to determine how transactional leadership influences organizational performance with a mediating effect on employees’ job satisfaction. The theoretical and numerical link between these variables of the research topic is highlighted in this study. Quantitative information is gathered for the study utilizing a random sampling method. The HODs of the academic institutions in the Gujranwala region filled out 290 questionnaires that were used to collect the data. Two hundred seventy-two can be used while the remaining are partly filed. Smart PLS 4 was used to examine the data’s validity and verify the correlations between the research variables. The validity and reliability of the questionnaire, which was used to gather the data, may be assessed by how precisely the findings were analyzed. Based on data generated by the “smart PLS 4 program,” an organization’s success depends on its leadership practices, and the mediating variable positively correlates with transactional leadership. This is a unique study for the educational sector of the Gujranwala region, Pakistan, and it calls for more research on leadership and organizational performance.
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