There are many leadership styles, which have different impacts on employees' performance. In higher education, faculty performance depends on many factors including Leadership style & Organizational culture. This study aims to examine the effect of leadership styles on faculty performance (FP) and more specifically to examine the moderating effect of Organizational Culture in the association between leadership styles and faculty performance in higher education institutions (MUET, Jamshoro). This study used quantitative methodology to identify the leadership styles which exist in MUET, Jamshoro, and their impact on faculty performance with organizational culture as moderator. It used both the sampling techniques probability and non-probability, and the sample size was 384 and the data was analyzed in SmartPLS 3. For leadership style, Full Range Leadership Model was adopted and for organizational culture, Competing Value Framework (CVF) was used. This study found that Transformational (TF) leadership has a positive significant relation with faculty performance at MUET, Jamshoro. And Organizational Culture (OC) as moderator negatively moderates the relation between Laissez-faire (LF) leadership and faculty performance (FP). According to faculty, transformational leadership is best suited to promote their performance on account of giving them challenging work, autonomy, mutual trust, through supporting subordinates' creativity, improving their confidence, and maintaining collaborations. Laissez-faire leadership also exists in an academic institution and has a positive impact on faculty performance. However, Transactional leadership has a negative impact on faculty performance. The future study could be conducted in other universities, or a comparison of leadership styles can be made between public and private universities with different models of leadership style and with different organizational culture models.

The purpose of this research study is to investigate the impact of HEC promotion policies on the motivation and performance level of faculty members of Jamshoro Education City (JEC). To measure the policy impact on motivation of both tenure (1st and 2nd) policies of HEC are studied. The research questionnaire was designed to determine the factors of motivation (intrinsic & extrinsic) that have impact of HEC policies on performance of faculty member. Data is collected through the mix methodology and analyzed in SPSS. 190 respondents that were only faculty members were randomly selected from the JEC universities. The study concluded that the performance factors qualifications and publications of all faculty members have been increased in the time frame of first and 2nd tenure of HEC policies in which some developmental schemes and rewards were announced. From this research study it was also found that there is a positive relationship between the intrinsic and extrinsic motivational factors in faculty members of Jamshoro Education City. However, the negative relationship is found between HEC policies and one of the extrinsic factors i.e. promotion which could be tough criteria and eligibility has been set by HEC. Overall no significant impact of intrinsic and extrinsic motivational factors has been found on the qualification and publication done by FMJEC.

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