The mediating role of transformational leadership in the relationship between job cynicism and organizational conflict from the point of view of employees in the banking sector: Qalqilya Governorate as a model

Abstract

This study aimed to explore the mediating role of transformational leadership in the relationship between workplace cynicism and organizational conflict among employees in the banking sector in Qalqilya Governorate. The researcher used the descriptive-analytical approach, and the study population consisted of 74 employees, while the sample included 67 employees, representing 90% of the employees in banks operating in Qalqilya Governorate.

The most significant findings were: bank management applies transformational leadership to employees at a high level, while the respondents' responses regarding workplace conflict were moderate. Regarding workplace cynicism, the responses were low. The study revealed that transformational leadership mediates the relationship between workplace conflict and cynicism. It was also found that the relationship between transformational leadership and workplace conflict was inverse; meaning that as transformational leadership practices increase, conflict among employees decreases. Additionally, the relationship between cynicism and workplace conflict was direct, meaning that as cynicism among employees increases, organizational conflict increases.

The study offered several recommendations, the most important of which were: enhancing the practice of transformational leadership in banks, utilizing positive conflict among employees, and removing all obstacles, hindrances, and misconception that may distract employees from work to prevent them from becoming a source of cynicism and mockery.

Keywords: Transformational Leadership, Workplace Cynicism, Organizational Conflict, Qalqilya Governorate.