Pakistan Journal of Social Sciences (PJSS) Vol. 39, No. 4 (2019), pp. 1795-1810 Mediating Effect of Employee Self-Determination on the Relationship between Transformational Leadership and Organizational Commitment Muhammad Akmal Bashir Department of Management Sciences, COMSATS University Islamabad, Vehari Campus Sajid Haider Assistant Professor, Department of Management Sciences, COMSATS University Islamabad, Vehari Campus, Vehari Muhammad Hanif Akhtar Professor, Department of Commerce, Bahauddin Zakariya University, Multan Abstract The purpose of this study was to examine the mediating role of employee self-determination in the relationship between transformational leadership and organizational commitment. Data were gathered in a cross sectional survey of 227 bank employees in Vehari district (Pakistan). Hypothetico-deductive approach was used while the data were analyzed by using the partial least squares structural equation modeling (PLS-SEM). Empirical results indicate that self-determination mediates the relationship between transformational leadership and organizational commitment. This study contributes to exiting literature by uncovering how transformational leadership exerts its effect of employees’ organizational commitment, through a motivational process i.e. self-determination. This study also guides the organizations toward achieving greater organizational commitment from their employees by using those leadership styles which enhance employees’ motivation. Study limitations and future research options have also been discussed. Keywords: Transformational Leadership, Organizational Commitment, Employee Self-Determination, Mediation I. Introduction Theory and evidence suggest that employees’ organizational commitment plays a vital role in enhancing organizational performance (Yu, Yen, Barnes & Huang, 2019). Organizational commitment refers to “the relative strength of an individual’s identification with and involvement in a particular organization” (Mowday, Steers, & Porter, 1979, p. 27). Many researchers have argued that highly committed employees better achieve organizational goals than low committed employees (Baird Tung & Yu, 2019; Lau, Tong, Lien, Hsu & Chong, 2017). Specifically, the employees with a good level of commitment “intend to pursue a course of action of relevance to a target” (Meyer & Herscovitch, 2001, p. 316), and help organizations to attain desirable work outcomes (Moldogaziev & Silvia, 2015). Given the importance of organizational commitment in improving organizational