Investigating the support of organizational culture for leadership styles (transformational & transactional)

Abstract

ABSTRACT Organizational culture is supposed to be characterized by sharing of positive norms and values that are in the favor of every single member of the organization. Every member has self-respect and trust in the organizational practices. If employees are satisfied with their work and relationship with different aspects of the organization, the organizational culture is said to be positive and employee friendly. Likewise, transformational leadership is characterized by sharing-culture where leader keeps contact with every individual employee, the creativity and innovation of the workforce is given due weight and the well-being of the worker is valued and supported. While transactional leadership is more organizational and rules oriented than the employees. It is therefore assumed that organizational culture is supportive for transformational leadership but less or insignificantly connected with transactional leadership. For this purpose, data were collected through structures questionnaire from the workforces hailing from southern region’s higher educational institutions of Khyber Pakhtunkhwa. Statistical evidence also supports these assumptions with varying values and strength of statistical results. The findings have implications for organizational management to reconsider the role of organizational culture in relation to transformational and transactional models of leadership in the organizations.