IMPACT OF LEADERSHIP STYLES ON QUALITY MANAGEMENT PRACTICES AND ORGANIZATION COMMITMENT: THE MEDIATING ROLE OF ORGANIZATION CULTURE AND ORGANIZATION CITIZENSHIP BEHAVIOR

Abstract

Leadership styles and quality management practices play an important role in organization success. Leadership styles have deeper impact in designing, formulating and implementing organizational strategies to cope with the technological development. Very few studies investigate the relationship between leadership styles and quality management practices (QMP). Most of these research work is conducted in developed nations e.g. (USA, France, Germany etc). In the current research study, we conduct it in Small and Medium Enterprises (SME's) sector of Pakistan to validate the relationship between transformation, transactional leadership styles and quality management practices. Researchers also check the multimediatonal role of organization culture and employees citizenship behavior. For this purpose data was collected from a sample (360) of employees working in quality management of SME‘s manufacturing sector through questionnaires that was adapted from previous research studies. Data was then entered into SPSS V-18 and AMOS V-18 in order to check different statistical methods and testing of hypothesis. Data was cleaned by passing it through missing values detection in SPSS V-18. Confirmatory factor analysis test was conduct to check construct reliability and validity. Both uni-dimensionality and multi-dimensionality CFA was run for this purpose. Normality Test was also conducted. Results indicate that our data was quasi normal, so we performed bootstrapping method to remove normality issue. Finally (Preacher and Hays, 2008) multimediation analysis test was conduct to check the hypnotized relationship between independent, dependent and mediating variables. Results indicate that all the four models have significant and positive relationship. In the direct relationship transactional leadership was strongly associated with implementation of quality management practices, while transformational leadership style was strongly link to employee's commitment. Both organization culture and employees citizenship behavior act as mediators in the relationship of leadership styles (transformational and transactional) with implementation of QMP and employees commitment. OCB proved as stronger mediation in the relationship of leader‘s behavior and employee‘s commitment, while organization cultures behave as a positive mediator in relationship of leaders behavior and QMP. Key Words: Transformational and Transactional leadership, QMP, OCB, Organization Culture.