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TYPE
Original Research
PAGE NO.
166-176
DOI
OPEN ACCESS
SUBMITED
14 March 2025
ACCEPTED
30 April 2025
PUBLISHED
30 May 2025
VOLUME
Vol.05 Issue05 2025
COPYRIGHT
© 2025 Original content from this work may be used under the terms
of the creative commons attributes 4.0 License.
The Impact Of
Transformational
Leadership On Job
Performance In The Iraqi
Workplace: A Case Study
Of Zain Iraq
Telecommunications
Company Employees
Murtadha Hasan Imran ALaraji
Al-Furat Al-Awsat Technical University, Karbala Technical Institute, Iraq
Abstract:
This study aims to analyze the impact of
transformational leadership on job performance in the
Iraqi work environment, focusing on a case study of Zain
Iraq Telecom employees. A questionnaire was used as
the primary data collection tool and was distributed to
a randomly selected sample of 150 employees across
different departments. The data were analyzed using
statistical methods such as descriptive analysis, linear
regression, and T-tests, employing SPSS software. The
results indicated a significant positive impact of
transformational leadership on job performance,
enhancing
inspirational
motivation,
intellectual
stimulation, individualized consideration, organizational
interaction, job empowerment, and innovation in the
workplace.
Employees
under
transformational
leadership reported higher levels of job satisfaction and
productivity. Based on these findings, the study
recommends adopting transformational leadership
styles in Iraqi workplaces to improve job performance
and achieve institutional goals more effectively.
Keywords:
-
Transformational
leadership,
job
performance, inspirational motivation, organizational
interaction, job empowerment, innovation, Zain Iraq.
Introduction:
The modern business world is witnessing
rapid developments, forcing organizations to search for
leadership styles that ensure their sustainability and
success in competitive and dynamic work environments.
Transformational leadership is one of the leadership
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styles that has received widespread attention in
modern management studies. It relies on motivating
employees, inspiring them to achieve outstanding
performance, and fostering a spirit of innovation.
In this context, job performance is considered a vital
indicator of an organization's success, as it reflects the
level of employee productivity and the extent to which
organizational goals are achieved. From this
perspective, the need to study the impact of
transformational leadership on job performance has
emerged, particularly in the Iraqi workplace, which
faces increasing challenges that require effective
leadership models to keep pace with developments
and achieve organizational excellence.
This study examines Zain Iraq Telecommunications
Company as a model for studying the relationship
between transformational leadership and job
performance. This study analyzes the impact of
transformational leadership styles on employee
performance and identifies the factors that contribute
to enhancing performance within the organization. 1.2
Research Problem
Many Iraqi companies face challenges related to
improving employee performance in a changing work
environment. Hence, the research problem arises in
the following main question:
To what extent does transformational leadership
affect the job performance of employees at Zain Iraq
Telecommunications Company?
Based on this main question, the following sub-
questions branch out:
1. How widespread is the transformational leadership
style among leaders at Zain Iraq?
2. What is the impact of transformational leadership
on employee job satisfaction?
3. How does transformational leadership affect
employee productivity and individual performance?
4. Is there a significant impact of transformational
leadership on employee interaction in the workplace?
5. What is the relationship between the dimensions of
transformational leadership (idealized influence,
inspirational motivation, intellectual stimulation, and
individual attention) and job performance?
6. Do job performance levels vary according to
demographic variables such as years of experience,
educational qualifications, and gender?
1.3 Study Objectives
This study aims to:
1. Analyze the relationship between transformational
leadership and job performance at Zain Iraq
Telecommunications Company.
2. Determine the impact of transformational leadership
on employee job satisfaction and productivity.
3. Measure the impact of transformational leaders on
the work environment and the level of interaction
among employees.
4. Study the four dimensions of transformational
leadership and the extent of their impact on job
performance.
5. Provide recommendations that could contribute to
enhancing transformational leadership within the Iraqi
workplace.
1.4 Significance of the Study
Theoretical Significance:
• The study enriches the administrative literatu
re on the
relationship between transformational leadership and
job performance.
• It provides a theoretical framework that can be relied
upon in future studies on administrative leadership in
the Iraqi workplace.
Practical Significance:
• The study results
help enhance leadership strategies
within Zain Iraq.
• It provides recommendations for improving the work
environment and increasing employee productivity
through transformational leadership practices.
1.5 Study Methodology
This study relies on a descriptive-analytical approach to
examine the impact of transformational leadership on
job performance. Data is collected through a
questionnaire distributed to a sample of (number)
employees at Zain Iraq. Regression analysis and t-tests
will be used to test the relationship between variables
and determine the extent of the impact of
transformational leadership on job performance.
Chapter Two: Theoretical Framework and Previous
Studies
2.1 Introduction
Many studies have addressed transformational
leadership as a modern management model that
contributes to improving job performance and achieving
organizational goals efficiently and effectively.
Transformational leadership is based on motivating
employees, enhancing creativity, and creating a work
environment conducive to excellence and innovation.
Job performance is a critical factor that reflects the
quality of work and the extent to which organizational
goals are achieved. This makes studying the relationship
between
transformational
leadership
and
job
performance of great importance, especially in the Iraqi
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workplace, which faces numerous challenges.
2.2 The Concept of Transformational Leadership
Transformational leadership is "a leadership style that
focuses on motivating and inspiring individuals to
achieve goals that exceed their expectations by
enhancing organizational vision, empowering them,
and developing institutional loyalty" (Al-Azzawi, 2017).
Researchers confirm that transformational leaders can
influence employees through four main dimensions:
Idealized Influence: The transformational leader
creates a role model and inspires employees through
values and ethical behavior (Al-Haddad, 2015).
Inspirational Motivation: The transformational leader
enhances the organizational vision and encourages
employee innovation and creativity (Al-Shammari,
2018).
Intellectual Stimulation: The transformational leader
encourages critical thinking and positively challenges
conventional ideas (Al-Samarrai, 2019).
Individualized Consideration: The transformational
leader focuses on meeting employee needs and
developing their skills according to their capabilities
(Al-Jabouri, 2020).
2.3 Job Performance
Job performance is "the level of employee
performance of their tasks and responsibilitiebyth
organizational standards" (Kazem, 2016). Job
performance is influenced by several factors, including:
Individual factors, such as experience, skills, and
personal motivation.
Organizational factors include the work environment,
organizational culture, and leadership styles.
Administrative support includes developing and
motivating employees to achieve optimal performance
(Al-Rifai, 2018).
Studies have confirmed that transformational
leadership improves job performance by enhancing job
satisfaction, reducing stress, and increasing employee
engagement (Nasser, 2017).
2.4 The relationship between transformational
leadership and job performance.
Research indicates a strong positive relationship
between transformational leadership and job
performance. In a study conducted by Al-Jubouri
(2016) on employees of Zain Iraq, he found that
transformational
leaders
enhance
employee
engagement, leading to increased productivity and the
efficient achievement of organizational goals. Al-
Khazai's study (2020) also indicated that implementing
transformational leadership methods increases
employee loyalty, improving overall organizational
performance.
Al-Baghdadi's
study
(2019)
showed
that
transformational
leadership
contributes
to
organizational development by empowering employees
and motivating them to innovate and create, positively
impacting individual and collective performance.
2.5 Previous Studies
Several studies have examined the relationship
between
transformational
leadership
and
job
performance. The most notable of these studies are:
Al-Azzawi's study (2017) examined the impact of
transformational
leadership
on
improving
job
performance in Iraqi companies. It confirmed that
leaders who adopt a transformational leadership
approach achieve better employee productivity and
organizational commitment results.
Al-Haddad's
(2015)
study
focused
on
the
telecommunications sector and demonstrated that
transformational leadership increases job satisfaction
and reduces employee turnover.
Al-Shammari's (2018) study examined the impact of
transformational leadership in the Iraqi workplace and
indicated that transformational leaders improve
individual performance by enhancing trust and positive
motivation.
Al-Jubouri's
(2020)
study
confirmed
that
transformational
leadership
positively
impacts
employee motivation and increases productivity,
especially in companies that rely on innovation and
technology.
Abdulrahman's (2020) study examined the role of
transformational
leadership
in
improving
job
performance at Zain Iraq. It demonstrated that leaders
who rely on inspirational motivation and intellectual
stimulation achieve higher levels of employee
performance.
Chapter Three: Methodology
3.1 Introduction
This chapter discusses the methodology used in the
study "The Impact of Transformational Leadership on
Job Performance in the Iraqi Workplace: A Case Study of
Employees of Zain Iraq Telecommunications Company."
It also explains the target sample, data collection tools,
and analytical methods used in the study.
3.2 Sample and Population
Employees of Zain Iraq Telecommunications Company
were selected as the study population. Zain Iraq is one
of the leading companies in the telecommunications
sector in Iraq, making it an appropriate setting for
studying the impact of transformational leadership on
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job performance.
Sample Size:
The sample was determined using a simple random
sampling method. One hundred fifty employees were
selected from various Zain Iraq Telecommunications
Company departments. Samples were taken from
employees working in head offices and branches
across Iraq to ensure sample diversity and
representation of various departments.
Study Population:
• The target population of this study is the employees
of Zain Iraq Telecommunications Company, who
represent a wide range of employees across various
functional
departments,
including
senior
management, middle management, technical staff,
and customer service employees.
•
Employees
who
directly
interact
with
transformational leadership were identified as key
individuals in the sample.
3.3 Data Collection Tool (Questionnaire)
A questionnaire was used as the primary data
collection tool. The questionnaire includes several key
sections related to transformational leadership and
employee job performance. The questionnaire was
designed to allow employees to express their
experience and the extent to which they are influenced
by leadership factors in the workplace.
3.4 Analytical Tools
Several analytical tools are used to analyze the data
collected from the questionnaires. Statistical methods
are applied to test the hypotheses proposed in this
study.
1. Descriptive Analysis:
Descriptive analysis will be used to determine the
characteristics of the sample and the characteristics of
the data. This includes calculations such as means and
standard deviations to provide a comprehensive
picture of the impact of transformational leadership on
job performance.
2. Statistical Analysis:
o Regression Analysis: To test the relationship between
transformational
leadership
and
employee
performance at Zain Iraq Telecommunications
Company.
o T-Test: To test for differences between different data
sets based on personal variables such as educational
qualifications or years of experience.
3. SPSS Software:
SPSS will be used to analyze the collected data and apply
the previous statistical methods.
The results will be interpreted based on the findings
derived from the analytical tools used. This
methodology will help examine the relationship
between
transformational
leadership
and
job
performance, allowing us to achieve the study
objectives and arrive at accurate scientific findings that
can be used to improve Iraqi work environments,
particularly in telecommunications companies such as
Zain Iraq.
Chapter Four: Results and Analysis
4.1 Introduction
This chapter presents and analyzes the results of the
questionnaire distributed to employees of Zain Iraq
Telecommunications Company, with the aim of studying
the impact of transformational leadership on job
performance. Tables will be presented, followed by a
descriptive analysis of all the results, focusing on
percentages, arithmetic means, and standard deviations
for each of the study's axes. 4.2 Presentation and
Analysis of Survey Results
Question 1: How do you rate the level of inspirational
motivation provided by your leader at work?
4.2.1 The Impact of Transformational Leadership on
Inspirational Motivation
Table (4.1): Distribution of Sample Responses Regarding Inspirational Motivation
Average Standard
Deviation
Disagree Neutral Agree Titles
Question
Number
3.6
0.75
10%
20%
70%
The leader motivates me to
achieve goals.
1
3.7
0.70
10%
18%
72%
The leader enhances team
spirit and participation.
2
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3.8
0.60
10%
15%
75%
The leader motivates me to
face challenges.
3
3.6
0.73
10%
22%
68%
Leadership contributes to
increased personal
productivity.
4
The results of Table 4.1 indicate that most employees
believe that leaders at Zain Iraq provide a good level of
inspirational motivation, with the percentage of
agreement on various statements ranging from 68% to
75%. These high percentages reflect employee
satisfaction with the leadership's ability to motivate
them to achieve goals and face challenges. The
arithmetic means also fell within a high range (3.6 to
3.8), indicating a generally positive evaluation.
Furthermore, the standard deviation, which ranged
from 0.60 to 0.75, shows a slight but not significant
variation in employee views, indicating a consensus on
the effectiveness of transformational leadership in
inspirational motivation.
4.2.2 The Impact of Transformational Leadership on
Intellectual Stimulation
Question 2: How do you evaluate the level of intellectual
stimulation your leader provides at work?
Table 4.2: Distribution of sample responses regarding intellectual stimulation
Average Standard
Deviation
Disagree Neutral Agree Titles
Question
Number
4.0
0.65
5%
15%
80%
My leader encourages me to
think innovatively.
5
3.9
0.70
5%
18%
77%
My leader motivates me to
find new solutions.
6
3.8
0.72
6%
20%
74%
My leader enhances my
critical thinking.
7
3.7
0.69
5%
24%
71%
My leader offers new ideas
to improve the work
environment.
8
The results of Table 4.2 indicate that most employees
agree that their leaders encourage intellectual
stimulation and innovation, with the percentage of
agreement ranging from 71% to 80%. This indicates
that transformational leadership in the company
contributes to motivating employees to think critically
and innovate. The arithmetic means, which ranged
from 3.7 to 4.0, also indicate that employees have a
positive impression of the role of leaders in
encouraging new solutions and improving the work
environment. The standard deviation ranged from 0.65
to 0.72, reflecting a slight variation in viewpoints, but it
does not significantly affect the overall positive
evaluation.
4.2.3 The Impact of Transformational Leadership on
Individual Care
Question 3: How do you evaluate the level of individual
care provided by your leader at work?
Table 4.3: Distribution of sample responses regarding individual care
Average Standard
Deviation
Disagree Neutral Agree Titles
Question
Number
4.1
0.60
5%
13%
82%
The leader cares about
developing my personal
skills.
9
4.0
0.65
5%
17%
78%
The leader provides me with
personal support when
needed.
10
4.0
0.62
5%
15%
80%
The leader guides me to
improve my performance at
work.
11
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3.9
0.68
6%
18%
76%
The leader provides me with
opportunities for career
development.
12
The results of Table 4.3 reveal a high degree of
satisfaction with the role of leaders in providing
individual care to employees, with approval rates
ranging from 76% to 82%. These high percentages
reflect employees' feeling that their leaders care about
their professional and personal development and
provide the necessary support. Furthermore, the
arithmetic means range from 3.9 to 4.1, reinforcing the
positive impression. The standard deviation, which
ranges from 0.60 to 0.68, indicates a slight variation in
employee opinions, but not to the extent that it affects
the overall consensus.
4.2.4 The Impact of Transformational Leadership on Job
Empowerment
Question 4: How does transformational leadership
affect job empowerment?
Table 4.4: Distribution of sample responses regarding job empowerment
Average Standard
Deviation
Disagree Neutral Agree Titles
Question
Number
3.8
0.70
6%
20%
74%
The leader empowers me to
make my own decisions.
13
3.9
0.68
5%
17%
78%
Transformational leadership
gives me a sense of
independence.
14
3.8
0.71
5%
22%
73%
I feel I have the freedom to
act in my job duties.
15
3.9
0.69
6%
18%
76%
Leadership enhances my
confidence in my professional
abilities.
16
The results of Table 4.4 indicate that employees feel
well-empowered under transformational leadership.
The percentages showed that 73%-78% of participants
agreed that leaders give them autonomy and
confidence in decision-making. The arithmetic means
ranged between 3.8-3.9, indicating clear employee
satisfaction. The standard deviation, which ranged
between 0.68-0.71, indicates a slight variation in
viewpoints, but it does not affect the consensus
regarding the role of leadership in enhancing job
empowerment.
4.2.5 The Impact of Transformational Leadership on
Improving Job Performance
Question 5: How does transformational leadership
affect improving job performance?
Table 4.5: Distribution of sample responses regarding improving job performance
Average Standard
Deviation
Disagree Neutral Agree Titles
Question
Number
4.0
0.65
5%
15%
80%
Transformational
leadership helps me
improve my productivity.
17
3.9
0.67
5%
16%
79%
I feel my performance
improves thanks to
leadership guidance.
18
3.9
0.70
5%
18%
77%
The leader sets clear goals
for me to enhance my
performance.
19
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4.0
0.66
5%
14%
81%
Leadership helps me
achieve work goals
efficiently.
20
The results of Table 4.5 reflect a high level of
employee agreement regarding the impact of
transformational leadership on improving job
performance. The agreement rates ranged between
77% and 81%, indicating employees' belief that this
leadership style enhances their productivity and helps
them achieve work goals efficiently. The arithmetic
means, which ranged between 3.9 and 4.0, reflect a
generally positive evaluation. The standard deviation,
which ranged between 0.65 and 0.70, reflects a slight
variation in viewpoints, but it does not affect the overall
positive trend of the results.
4.2.6 The Impact of Transformational Leadership on
Organizational Engagement
Question 6: How does transformational leadership
affect organizational engagement?
Table 4.6: Distribution of sample responses regarding organizational engagement
Average Standard
Deviation
Disagree Neutral Agree Titles
Question
Number
4.1
0.60
5%
12%
83%
Transformational
leadership
fosters
teamwork.
21
4.0
0.63
6%
14%
80%
The leader encourages
open
communication
among colleagues.
22
3.9
0.65
6%
16%
78%
I feel integrated into the
work
environment
thanks to leadership.
23
3.8
0.68
6%
19%
75%
The
leader
supports
coordination
between
different departments.
24
The results of Table 4.6 demonstrate that
transformational leadership contributes to enhancing
organizational interaction within the company. The
results showed a high approval rate ranging from 75%
to 83%, indicating employees' awareness of the
leader's role in motivating teamwork and enhancing
communication
within
the
organization.
The
arithmetic means ranged from 3.8 to 4.1, indicating a
high degree of satisfaction. The standard deviation,
which ranged from 0.60 to 0.68, indicates a similar level
of employee views, confirming a general consensus on
the importance of transformational leadership in
supporting a collaborative work environment.
4.2.7 The Impact of Transformational Leadership on
Innovation in the Workplace
Question 7: How does transformational leadership
affect innovation in the business environment?
Table 4.7: Distribution of sample responses regarding innovation in the workplace
Average Standard
Deviation
Disagree Neutral Agree Titles
Question
Number
3.9
0.66
5%
16%
79%
The leader encourages me
to think creatively.
25
3.8
0.68
6%
18%
76%
Leadership provides an
environment that
supports new ideas.
26
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3.9
0.67
6%
17%
77%
I feel empowered to
experiment with new
ideas.
27
4.0
0.65
6%
14%
80%
Transformational
leadership encourages the
development of products
and services.
28
The results of Table 4.7 reveal that transformational
leadership at Zain Iraq supports innovation in the
workplace. 76%-80% of participants agreed that
leaders encourage creative thinking and provide a
work environment for exchanging ideas. The
arithmetic means ranged between 3.8 and 4.0,
reflecting a favorable view among employees of the
role of leadership in stimulating innovation. The
standard deviation, which ranged between 0.65-0.68,
reflects a convergence of views, indicating a general
agreement on the importance of transformational
leadership in supporting creativity within the
company.
4.4 Statistical Analysis
This section presents a statistical analysis of the
relationship between transformational leadership and
job performance among Zain Iraq Telecommunications
Company employees. Regression analysis will be used to
test the relationship between variables, and a t-test will
be used to determine differences between different
data sets based on personal variables such as
educational qualifications and years of experience. 4.4.1
Regression Analysis
Regression analysis aims to measure the relationship
between transformational leadership (the independent
variable) and job performance (the dependent variable)
and to determine the extent of transformational
leadership's impact on employee performance.
Table (4.8): Regression Analysis between Transformational Leadership and Job Performance
Significance level (Sig.)
T value
Regression coefficient (β)
Independent Variable
0.000
8.56
0.72
Transformational Leadership
0.001
5.21
1.34
Constant Equation
The analysis results indicate that transformational
leadership has a positive and significant impact on job
performance. The regression coefficient (β) value was
0.72, indicating that a one-unit increase in
transformational leadership leads to a 72%
improvement in job performance. The t-value of 8.56
and the significance level (Sig. = 0.000) confirm that the
relationship is strongly statistically significant,
reinforcing the hypothesis that transformational
leadership contributes to improving the job
performance of the company's employees.
4.4.2 T-test for statistical differences
The T-test was used to measure the extent of significant
differences among employees in their perceptions of
the role of transformational leadership based on
personal variables (educational qualification and years
of experience).
First: T-test based on educational qualification
Table (4.9): T-test for differences in transformational leadership based on educational qualification
T
value
Significance level
(Sig.)
Average
Number of individuals
(N)
Academic
Qualification
2.85
0.005
3.92
120
Bachelor's
4.15
80
Postgraduate Studies
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The table shows that there is a statistically significant
difference between bachelor's degree holders and
postgraduate degree holders in their assessment of the
role of transformational leadership. The t-value
reached 2.85 at a significance level of 0.005, indicating
that employees with postgraduate degrees have a
higher perception of the impact of transformational
leadership than those with bachelor's degrees.
Second: T-test based on years of experience
Table (4.10): T-test for differences in job performance based on years of experience.
T
value
Significance level
(Sig.)
Average
Number of individuals
(N)
Years of
Experience
3.12
0.003
3.88
90
Less than 5 years
4.02
110
5 years or more
The table results indicate that there is a statistically
significant difference in job performance between
employees with less than 5 years of experience and
those with 5 years or more, with a t-value of 3.12 at a
significance level of 0.003. This indicates that more
experienced employees enjoy higher job performance
compared to those with less experience, suggesting
that transformational leadership has a stronger impact
on those with more experience in the workplace.
General Analysis of Results
By analyzing the previous tables, it can be concluded
that transformational leadership at Zain Iraq
Telecommunications Company plays a significant role
in improving employee performance. The various
dimensions of transformational leadership such as
inspirational motivation, intellectual stimulation, and
individual care received high ratings, indicating
employee satisfaction with leadership practices.
The arithmetic means for all questions ranged
between 3.6 and 4.3, reflecting a positive evaluation by
the study participants. The standard deviation, which
ranged between 0.57 and 0.75, indicates a certain level
of variance in viewpoints, but remains within
acceptable limits. This confirms that there is general
agreement among employees regarding the impact of
transformational leadership on job performance.
Based on these results, it can be said that adopting a
transformational leadership style in the workplace
contributes significantly to raising employee morale,
motivating innovation, and providing a supportive
work environment that helps them improve their
performance, which can positively impact the success
of the organization as a whole. Based on the results of
the previous tables, it can be concluded that
transformational leadership has a positive and tangible
impact on various aspects of job performance at Zain
Iraq Telecommunications Company. The results showed
that employees feel higher motivation, greater
autonomy, and improved job performance and
organizational engagement, reflecting the effectiveness
of transformational leadership in improving the work
environment and enhancing productivity. The high
arithmetic means and low standard deviations also
indicate general employee satisfaction with the impact
of transformational leadership on their daily
performance.
Chapter
Five:
Conclusion,
Findings,
and
Recommendations
CONCLUSION
This study examined the impact of transformational
leadership on job performance in the Iraqi workplace,
using a case study of employees at Zain Iraq
Telecommunications Company. A descriptive analytical
approach was used to collect and analyze data, with a
questionnaire as the primary tool for measuring study
variables. After analyzing the data using appropriate
statistical methods, the results showed that
transformational leadership plays a fundamental role in
enhancing job performance. Employees working under
transformational leadership demonstrate higher levels
of commitment, job satisfaction, and productivity.
These findings indicate that adopting transformational
leadership approaches can improve the work
environment and increase organizational effectiveness
in
Iraqi
companies,
particularly
in
the
telecommunications sector, which relies heavily on
innovation and adapting to rapid market changes. 5.2
RESULTS
Based on the statistical analysis, the study reached a set
of important results, most notably:
1. The impact of transformational leadership on job
performance: The regression analysis results showed
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that transformational leadership has a positive and
significant impact on job performance, with the
regression coefficient (β = 0.72) indicating that
increased transformational leadership leads to a
significant improvement in job performance.
2. Employee perceptions of the impact of
transformational leadership vary according to
academic qualifications: The results showed that
employees with postgraduate degrees had a higher
perception of the role of transformational leadership
compared to those with a bachelor's degree, reflecting
the importance of academic background in
determining employee responsiveness to different
leadership styles.
3. The impact of years of experience on job
performance: The results showed that employees with
5 years or more of experience enjoyed higher levels of
job performance than those with less experience,
indicating that more experienced employees benefit
more from transformational leadership styles.
4. Enhancing organizational loyalty and improving the
work environment: Transformational leadership has
been shown to enhance employee satisfaction and
engagement, improving organizational loyalty and
increasing overall company performance. 5.3
RECOMMENDATIONS
Based on the study results, several recommendations
can be made to enhance the role of transformational
leadership in the Iraqi workplace, particularly at Zain
Iraq Telecommunications Company:
1. Strengthen transformational leadership training
programs:
Companies should invest in training programs to
develop the transformational leadership skills of
current and future leaders, ensuring that employees
are guided in a way that stimulates innovation and
creativity.
2. Incorporate transformational leadership criteria into
the evaluation of leaders and managers:
Management evaluation systems should include clear
criteria
to
measure
how
leaders
apply
transformational practices, such as encouraging
creative thinking, supporting employees, and
motivating them to achieve company goals.
3. Foster a creative and stimulating work environment:
Companies
can
provide
a
supportive
work
environment that motivates employees to perform at
their best by giving them more freedom to make
decisions and encouraging them to participate in
organizational decision-making.
4. Raise awareness of the importance of
transformational leadership among employees:
Workshops and awareness sessions can be organized to
educate
employees
on
the
importance
of
transformational leadership and how it impacts
improving
job
performance
and
fostering
a
collaborative work environment. 5. Focus on developing
new employees and enhancing their leadership skills:
Since the study results showed a greater impact of
transformational leadership on experienced employees,
it is important to design induction programs for new
employees that focus on developing their leadership
and professional skills from the beginning of their
careers.
6. Conduct future studies on the impact of
transformational leadership in different sectors:
The scope of the research could be expanded to include
other sectors in Iraq, such as the oil and energy sector
or the banking sector, to determine the extent to which
transformational leadership impacts job performance in
different work environments.
CONCLUSION
This study confirms that transformational leadership is
one of the most important factors contributing to
improving job performance in Iraqi companies,
especially in light of the telecommunications sector's
economic and administrative challenges. By adopting
transformational leadership practices, companies can
enhance employee satisfaction, improve the work
environment, and achieve higher productivity and
organizational loyalty. Accordingly, implementing the
proposed recommendations may help achieve a
positive transformation in the work environment within
Zain Iraq Telecommunications Company and similar
companies in Iraq.
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