The Influence of Leadership Style on Employee Performance in ‎Jordanian Banks: The Mediating Role of PerceivedOrganizational ‎Support

  • Authors

    https://doi.org/10.14419/z1atcn35

    Received date: July 31, 2025

    Accepted date: September 5, 2025

    Published date: September 24, 2025

  • Leadership Style; Transformational Leadership; Transactional Leadership; Employee ‎Performance; Perceived Organizational Support

  • Abstract

    This study aimed to identify the impact of leadership style, with its various elements ‎‎(transformational leadership and transactional leadership), on improving employee ‎performance in Jordanian commercial banks. The study also aimed to identify the ‎mediating role of perceived organizational support in determining the relationship between ‎leadership style and employee performance in the banks under study. The study population ‎consisted of Arab Bank, Jordan Ahli Bank, Jordan Capital Bank, and Jordan Commercial ‎Bank, where purposive sampling was used by publishing an electronic questionnaire (online ‎questionnaire) via the Google Form website to assistant managers, supervisors, and ‎executive directors; 356 responses were received. The data was subjected to statistical ‎analysis. The study concluded that the combined elements of leadership style had an impact ‎on improving employee performance in the Jordanian banks, given the presence of ‎perceived organizational support. The effect of perceived organizational support on the ‎relationship between transactional leadership style and employee performance was not ‎proven. The study recommended that the banking sector focus on inspiring, motivating, ‎and supporting its employees with a clear vision, personalized attention, and intellectual ‎stimulation. However, the banks need to develop a culture of perceived organizational ‎support‎.

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    Al-Zu’bi , S. K. ., Ibrahim , H. ., & Ismail, E. (2025). The Influence of Leadership Style on Employee Performance in ‎Jordanian Banks: The Mediating Role of PerceivedOrganizational ‎Support. International Journal of Accounting and Economics Studies, 12(5), 992-999. https://doi.org/10.14419/z1atcn35