“Impact Of Transformational Leadership Style On Organisational Culture: A Case Of Indian Pharmaceutical Companies”

Abstract

The current study makes an effort to identify the connection between organisational culture and leadership style in Indian pharmaceutical companies. A leadership style questionnaire was developed utilising the research of Bruce J. Avolio and Bernard M. Bass, whilst Robert Quinn and Kim Cameron's competing values framework questionnaire was used to assess organisational culture. 5 constructs measuring Transformational Leadership Style were operationalised against 6 constructs measuring Organisational Culture using One-way ANOVA as a statistical test, it was discovered that Adhocracy Culture gets positively impacted by Transformational Leadership Style meaning where Transformational Leadership is high, Adhocracy Culture is more prevalent. Whereas it was found that Transformational Leadership Style has a negative impact on Hierarchy Culture meaning if Transformational Leadership was high, Hierarchy Culture will be less prevalent.