Relationships between Transformational and Transactional Leadership Styles and High Performance Culture Dimensions: Talent Management Practices as Moderating Variable

This purpose of this study was to empirically investigate the relationships between transformational and transactional leadership styles and high performance culture dimensions and the moderating role of talent management practices. Concurrent mixed method was employed, whereby survey questionnaires were collected from 350 employees from sports organizations in Sarawak. Semi structured interviews, on the other hand were administered with 11 top leaders concurrently. The results from quantitative employees’ selfreporting and qualitative leaders’ interviews suggest that, firstly, transformational and transactional leadership styles are positively related with high performance culture, talent management moderates the relationship between leadership styles and high performance culture; secondly, transformational leadership style was predominant and prevailing in shaping high performance culture; thirdly, these results provide guidelines for the organizations and top leaders to pay attention on the importance of talent management practices which can nurture leadership dimensions (Idealized influence (attributes), Idealized influence (behavior), Individualized consideration, Inspirational motivation, Intellectual simulation and Contingent reward) being the predictors to shaping high performance culture (Direction, Delivery system and Stakeholder satisfaction) in order to achieve encouraging employee behavior and organizational outcomes