HOW LEADERSHIP BECOMES PERFORMANCE: THE MEDIATING ROLE OF HUMAN RESOURCE FLEXIBILITY PRACTICES

Abstract

The current research investigated the relationships of leadership, human resource flexibility practices, and firm performance. It examined the leadership influencing firm performance, leadership influencing HR practices flexibility, and HR practices flexibility influencing performance of firm. It further explained the human resource practices flexibility mediation role in leadership and firm performance. To meet the research aims, a quantitative research approach was adopted. The sample had been students doing jobs and studying in three universities in south Punjab region. Data collected from 150 respondents, out of which 99 respondents duly filled the questionnaires during survey. The software SmartPLS 4 used for data analysis. The data analyzed through descriptive statistics, measurement model, and structural model. The demographics show that there had been more male respondent approximately 55.6 %, age group 18-24 approximately 60.6 %, and enrolled in Bachelor study program 40.4 %. The measurement model show that factor loading > 0.7, AVE > 0.5 confirmed discriminant validity. Similarly, cronbach’s alpha and composite reliability values > 0.7, confirmed reliability of constructs. The structural model confirmed that all the paths found significant. The results show that leadership directly and positively impact HR flexibility practices and does not directly impact firm Performance. Whereas, leadership indirectly impacts firm performance through human resource flexibility practices. By elucidating these complex dynamics, this paper offers deep understanding for scholars, practitioners and organizational leaders pursuing to enhance their understanding of how effective leadership can drive organizational agility and success in today’s dynamic business environment.