LEADERSHIP AS A CATALYST FOR ORGANIZATIONAL CHANGE: ANALYZING THE POST-PRIVATIZATION TRANSFORMATION OF PTCL

Abstract

Leadership is crucial in shaping an organization's culture during times of transformation. However, little research examines the influence of leadership on culture in post-privatized telecoms in emerging markets. This qualitative case study investigates leadership at Pakistan Telecommunication Company Limited (PTCL) after its 2005 privatization. Guided by Bass and Avolio’s Full Range Leadership Theory, 16 semi-structured interviews across hierarchical levels were analyzed using Braun and Clarke’s thematic analysis. Five themes emerged: alignment of leadership vision, centralized decision-making, trust and ethical climate, employee development, and innovation readiness. Findings reveal a fragmented cultural landscape: top leaders articulate a strong vision, while middle managers often adhere to transactional routines. Centralized control and perceptions of favoritism have led to misalignment and destroyed trust. This study extends FRLT by contextualizing it in a hierarchical, post-reform telecom and highlights the need for ethical consistency, distributed leadership, and employee engagement to drive cultural change. The findings challenge conventional assumptions of Full Range Leadership Theory by revealing significant contextual moderation effects within hierarchical telecom settings, suggesting critical refinements for leadership development practices.