Abstract

Objectives: The primary aim of this study is to explore the relationship between transformational leadership and employee performance, with a focus on the moderating role of supportive employee relationships. Methods: The study adopted a quantitative methodology using a correlational design and the Partial Least Squares Structural Equation Modeling (PLS-SEM) approach via Smart PLS software. The target population included employees working in various service institutions in Iraq, and a stratified random sampling technique was used to ensure representativeness. The final sample consisted of 250 participants. Results: The statistical results revealed a significant positive effect of transformational leadership on employee performance, and also indicated a direct and significant impact of supportive relationships on performance. More importantly, the study uncovered a significant positive moderating effect of supportive relationships, whereby such relationships strengthen the association between transformational leadership and performance. Conclusions: A set of practical recommendations can be presented for organizations and managers seeking to improve organizational performance. These recommendations are oriented toward application and aim to translate research findings into effective practices, namely: developing transformational leadership within institutions, enhancing supportive relationships among employees, and adopting organizational policies that promote high performance.