Published Online:January 2025
Product Name:The IUP Journal of Organizational Behavior
Product Type:Article
Product Code:IJOB020125
DOI:10.71329/IUPJOB/2025.24.1.33-67
Author Name:Fikeresiyon Fekede Umema and Gurudutta Pradeep Japee
Availability:YES
Subject/Domain:Management
Download Format:PDF
Pages:33-67
This study examines the influence of transformational leadership on organizational performance and the moderating role of the dynamics of environmental turbulence. The four essential components of transformational leadership—idealized influence, inspirational motivation, intellectual stimulation, and individual consideration—are considered in this study. A cross-sectional survey was conducted to gather information, and a random sampling technique was used to select the sample of 312 coffee exporters in Ethiopia’s coffee industry. The Transformational Leadership Theory was used to develop a framework for conceptual modeling that explains the causal link between elements of transformational leadership and organizational performance. Preliminary data analysis and exploratory factor analysis were performed using SPSS version 24, and structural equation modeling (SEM) was employed to analyze the data in AMOS version 24. The results showed that each of the four components of transformational leadership has a significant and direct impact on organizational performance. The study also found that environmental turbulence only moderates the relationship between inspirational motivation and organizational performance
All companies function in a dynamic and uncertain environment. Managers must therefore develop new tools, concepts, processes, and mindsets to deal with the tumultuous and unpredictable marketing conditions that could lead to the organization’s extinction