The Moderating Effect of Emotional Intelligence and Mediating Effect of Job Satisfaction on the Relationship between Leadership Styles and Job Performance in an IT Sector of Pakistan

Abstract

This study investigates the impact of different leadership styles on job performance in the IT sector, focusing on the mediating role of job satisfaction (JS) and the moderating role of emotional intelligence (EI). To identify the relationship between the variables we collect data from the organization through self-administered questionnaire by using likert scale. The population of this study was unknown so we used Rule of 5 to calculate our sample size which was (51*5) 255. SmartPLS is being used to analyze the required data. Specifically, we examine transformational (TF), transactional (TS), and laissez-faire leadership (LFL) styles. Our findings indicate that transformational leadership positively influences job performance, while transactional and laissez-faire leadership have negative effects. Particularly, the relationship between transactional leadership and job performance is insignificant, and job satisfaction does not mediate this relationship. This can be attributed to the task-oriented, compliance-driven nature of transactional leadership, which does not encourage the intrinsic motivation, creativity, and self-independence essential for high performance and job satisfaction in the dynamic IT environment. Furthermore, the moderating effect of emotional intelligence is highlighted, showing that it enhances the positive influence of transformational leadership (TFL) but has limited influence on transactional (TS) and laissez faire leadership (LFL). These results highlight the importance of leadership styles that promote engagement and intrinsic motivation in driving job performance and satisfaction in the IT sector.