Abstract-- The purpose of the study is to investigate the impact of organizational culture on the relationship between transformational leadership and job satisfaction in National Oil Corporation of Libya. This research was carried out by measuring the data gathered from the five point likert scale. The Multifactor Leadership Questionnaire (MLQ) was used to measure transformational leadership. The Organizational Culture Assessment Instrument (OCAI) was used to measure organizational culture. The Job Satisfaction Survey (JSS) was used to measure job satisfaction. Quantitative survey method was applied and a sample of 50 employees of National Oil Corporation of Libya was selected to answer the instrument. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, Pearson Correlation, T-test and Regression). The empirical results indicate that organizational culture impacts the relationship between transformational leadership and job satisfaction, while the relationship between these variables is positive significant relationship. Keywords-- Job Satisfaction, Notational Oil Corporation of Libya, Organizational Culture, Transformational Leadership. I. INTRODUCTION ATIONAL Oil Corporation (NOC) of Libya was established in 1970 and it dominates Libya's oil industry, along with a number of smaller subsidiaries, which combined account for approximately half of the country's oil output. National Oil Corporation carries out exploration and production operations through its own affiliated companies, or in participation with other companies under service contracts or any other kind of petroleum investment agreements. This is in addition to marketing operations for oil and gas, locally as well as abroad. NOC has fully owned companies which carry out explorations, developments and production operations, in addition to local and international marketing companies [1]. NOC of Libya is a state-owned company that controls Libya's oil and gas production. The company is the biggest oil producer in Africa. Its mandate is to promote the Libyan economy by undertaking development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state [2]. The choice of NOC of Libya to investigate the relationship between transformational leadership, job satisfaction and the impact of organizational culture in National Oil Corporation of Libya, because Libya is a member of Organization of Petroleum Exporting Countries (OPEC) which holds the largest proven oil reserves and the most important oil- producing countries in Africa and the world. The petroleum sector in Libya is very important because it is the backbone of Libyan economy. The research is approved by the university through the pilot study conducted by the researcher on a sample of the NOC employees of Libya indicated the importance of conducting such study in order to examine the transformational leadership in Middle East in general and in petroleum sector in Libya in particular. II. PROBLEM STATEMENT The petroleum sector is the most important sector in Libya. Libya is one of the most important oil-producing countries in Africa and in the world, and that the interest in this sector is very important. Therefore, this sector needs professional's leaders who can achieve all the goals of both employees and organizations. An organization that is short of capital may resort to borrowing money, and one in a poor location has the option to move. However an organization with short of leadership has little chance for survival [3]. The relationships between leadership, job satisfaction, and organizational culture have attracted considerable interest from both academics and practitioners and most of these studies have been carried out separately. Much of the interest on these variables is based on the results of the previous studies which have asserted that all these concepts may have an impact on the organizations performance [4, 5]. Previous research conducted have focused on specific human resource behaviors that are associated with transformational leadership models, as both moderating and mediating effects of organizational culture and commitment respectively in a Western setting. Furthermore, the links between transformational leadership, organizational culture and job satisfaction was examined independently. Yet no study has been conducted to investigate the impact of The Relationship between Transformational Leadership, Job Satisfaction and the Effect of Organizational Culture in National Oil Corporation of Libya Adel Mohamed Ali Shurbagi and Ibrahim bin Zahari N International Conference on Management, Applied and Social Sciences (ICMASS'2012) March 24-25, 2012 Dubai 345