TRANSFORMATIONAL LEADERSHIP STYLE AND ORGANIZATIONAL PERFORMANCE: MEDIATING ROLE OF CONFLICT MANAGEMENT STRATEGIES IN SERVICE SECTOR

Abstract

This research paper investigates the relationships among transformational leadership style,

organizational performance and conflict management strategies. Based on Transformational

Leadership Theory and supported by Social Exchange theory, our paper assesses the scope of

conflict management strategies in relationship between transformational leadership and

organisational performance. The study employs a descriptive and analytical approach using a

convenience sampling technique to collect data from the service sector. After having

descriptive statistics, the inferential statistical analysis is deployed, including Pearson’s

Correlation, linear regression and Process Macro by Hayes model 4 for mediation analyses.

The results showed that the relationship between transformational leadership and

organizational performance is positively mediated by the integrating and obliging styles.

Whereas this relationship is negatively mediated by the avoiding and dominating styles of

conflict management strategies. This research not only aids in the progression of academia on

leadership and performance but also gives practical guidance for service-based organizations

struggling to increase their performance in a competitive business environment by adopting

the right conflict management strategy.