Abstract
This research endeavours to analyze the correlation between transformational leadership and innovative performance within the IT industry in India. It aims to explore whether the prevailing organizational culture influences this correlation. The data for this study was obtained through a comprehensive survey conducted in the Indian IT sector. The participants for the survey were employees working in the IT sector in Tamil Nadu state of India. The findings of this study illustrate that transformational leadership has a positive influence on the innovative performance of individuals. Moreover, the relationship between transformational leadership and innovative performance is moderated by the organizational culture, particularly through the mechanisms of idealized influence and inspirational motivation. These findings have the potential to inspire managers in the Indian IT sector to effectively motivate their subordinates. Furthermore, this study contributes to the existing body of research by offering empirical evidence of the relationship between transformational leadership and innovation in the context of the Indian IT industry. Additionally, it emphasizes the significance of the organizational culture. It is worth noting that no previous study has identified organizational culture as a mediating factor in this relationship within the Indian context. In order to develop the model for this study, the researchers have employed the social learning theory and have also provided suggestions and implications for future research endeavours.
Keywords: Informational technology, Innovative performance, Organizational culture, Transformational leadership, Social learning theory.