Diversified Workforce and Employees' Performance: Moderating Effect of Bureaucratic Leadership in Third Sector

Abstract

With the global workforce undergoing unprecedented diversification, organizations in the Third Sector are compelled to scrutinize the intricate relationship between a diverse workforce and employees' performance. This paper delves into the nuanced dynamics within the Third Sector, focusing on the moderating effect of bureaucratic leadership on the link between workforce diversity and performance. The unique challenges and opportunities faced by non-profit organizations, NGOs, and social enterprises underscore the significance of this study. The research employs quantitative surveys to offer a holistic understanding of the complex interplay among workforce diversity, bureaucratic leadership, and employee performance. The study aims to identify patterns, correlations, and moderating influences that may provide valuable insights for organizations within the Third Sector. The key variables under investigation include workforce diversity, assessed through established scales regarding age, gender, ethnicity, and educational background diversity; employees' performance and bureaucratic leadership were also measured through established scales. Data was collected from diverse employees across various levels and departments within Lahore's third-sector organizations. The analysis employed statistical tools like regression analysis for quantitative data. This research seeks to contribute to the academic understanding of the subject and provide practical implications for organizational leaders in the Third Sector. The findings aim to guide effective decision-making, foster inclusive leadership practices, and enhance organizational performance in a diverse workforce.