The Effect of Transformational Leadership on Job Performance Through the Mediating Role of Organizational Culture and Employee Motivation in Oil And Gas Companies

Abstract

The aim of this study is to examine the relationships between transformational leadership, organizational culture, employee motivation, and job performance in ADNOC. A quantitative methodology was applied to test the hypothesized relationships and validate the proposed conceptual framework. A structured questionnaire was used to collect data from a sample of 422 employees across various departments of ADNOC. A simple random sampling technique was applied in the survey procedure to ensure representation and minimize bias. In this study, data analysis is based on Structural Equation Modeling (SEM) using AMOS software. The results showed that transformational leadership has a significant effect on job performance. In addition, the results reveal that both organizational culture and employee motivation partially mediate this relationship. These findings confirm that transformational leadership does not only have a direct impact on performance, but also indirectly influences it by enhancing internal organizational dynamics such as culture and motivation. The outcome of this paper contributes to the theory of organizational behavior and leadership by providing novel empirical evidence on the substantial role of transformational leadership in fostering employee performance, especially through the interaction of organizational culture and motivation. Therefore, organizations and policymakers in the oil and gas sector should consider the findings of this paper in developing strategic leadership and HRM plans. One of the principal recommendations is to invest in leadership development programs that focus on transformational skills, while simultaneously strengthening the cultural and motivational environment, to drive sustainable performance and operational excellence in high-demand sectors like oil and gas.