Impact of transformational and Transactional Leadership Styles on Affective Organizational Commitment: Analyzing the Conditional Role of Organizational Mission-driven Culture in Qatari Primary Health Care Corporation

Since leadership beliefs differ across cultures, there remains a paucity of evidence on the relationship between leadership styles, organizational culture, and affective organizational commitment. Therefore, this study made an attempt to examine the relationship between leadership styles, organizational mission-driven culture, and affective commitment of Qatari Primary Health Care Corporation (PHCC) employees. Under the lens of implicit leadership theory, the study hypothesized the conditional role of organizational mission-driven culture on the relationship between transactional leadership style and affective organizational commitment. The study also hypothesized the direct relationship between transformational leadership and affective organizational commitment. Data was collected from 23 health care centes, and a total of 1029 valid responses were analyzed via SPSS. Findings of the study revealed that the direct relationship between transformational leadership and affective organizational commitment of employees is positive and significant. Conversely, the direct relationship between transactional leadership and affective organizational commitment of employees is insignificant. Interestingly, the conditional role of mission-driven culture magnifies the relationship between transactional leadership and affective organizational commitment of employees, indicating that to reach a balance between transactional and transformational leadership styles, the role of mission-driven culture is considerable. These findings confirm that leadership beliefs differ across culture and conclude that transformational leaders reinforce organizational culture while transactional leaders work under existing organizational culture.