Organizational Commitment as a Moderator in the Relationship Between Transformational Leadership and Job Satisfaction: A Study of Banking Sector in Multan, Pakistan

Zara Hayat, Sahar Hayat and Shahzadi Sattar

Sustainable Business and Society in Emerging Economies, 2025, vol. 7, issue 1, 107-118

Abstract: Purpose: This study investigates the impact of transformational leadership on job satisfaction and organizational commitment among employees in the banking sector of Multan, Pakistan. It further examines the moderating role of organizational commitment in the relationship between transformational leadership and job satisfaction.Design/Methodology/Approach: The research employed a descriptive correlational design and survey method. A sample comprising 160 employees working in both public and private sector was selected through a convenient sampling approach. The data was collected through structured questionnaires. The study utilized descriptive statistics, correlation analysis, and regression techniques to evaluate the relationships and test hypotheses.Findings: The results indicated a significant positive relationship between transformational leadership and job satisfaction. However, organizational commitment did not moderate this relationship. These findings highlight that transformational leadership independently contributes to higher levels of job satisfaction and employee commitment within the banking sector.Implications/Originality/Value: The study offers valuable insights for banking institutions aiming to enhance employee satisfaction and commitment through effective leadership practices. It emphasizes the importance of leadership development programs tailored to promote transformational leadership. Future research may explore additional factors that influence these organizational outcomes.

Keywords: Leadership; Employee Job Satisfaction; Affective; Normative; Continuance Commitment (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:src:sbseec:v:7:y:2025:i:1:p:107-118

DOI: 10.26710/sbsee.v7i1.3321

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