Exploring the Influence of Dual Leadership Styles on Subordinate Job Performance in Beijing: The Mediating Role of Organizational Climate for Sustainable Development

Ran Xu

Faculty of Business, Lincoln University College, Malaysia

Rozaini Rosli

Faculty of Business, Lincoln University College, Malaysia

Abstract

This study investigates the influence of transformational leadership (TFL) on job performance (JP) when considered alongside transactional leadership (TSL) within the context of organisational climate (OGC). The research was designed to explore, through the lens of leadership and organisational behaviour theories, how contextual factors interact with these two leadership approaches to enhance employee job performance in medium- and large-scale industries in Beijing, China. Data were collected from 450 employees in these industries using a structured questionnaire. The analysis was conducted using SMART-PLS 4.0 through structural equation modelling (SEM). The findings indicate that both TFL and TSL exert significant effects on JP. In addition, the mediating role of OGC was found to positively reinforce these relationships. Overall, the results demonstrate that TFL and TSL contribute to improved job performance by fostering a supportive organisational climate.

Transformational Leadership; Transactional Leadership; Job Performance; Organizational Climate; Mediating Role; Sustainable Development