This study examines the impact of transformational leadership on organisational performance, emphasising the mediating function of human resource development (HRD). The research also examines the impact of demographic variables, including gender, place of residence, scientific qualification, years of experience, nature of work, and job position, on perceptions of leadership, HRD, and performance outcomes. A quantitative research design was employed, collecting data from 76 employees across different roles within the organization. We utilised descriptive statistics, independent samples t-tests, one-way ANOVA, and LSD post-hoc testing to look at the data.

The results show that transformational leadership has a good effect on how well an organisation works, both directly and indirectly through HRD. HRD was identified as a mediating factor in the relationship between leadership and performance, underscoring its function as a strategic tool for converting leadership behaviours into quantifiable results. Gender and job position were identified as factors influencing perceptions, with females and senior management employees reporting higher perceived performance and leadership influence. In contrast, place of residence, scientific qualification, years of experience, and nature of work did not significantly affect perceptions.

Based on the results, the study recommends fostering transformational leadership practices at all organizational levels, strategically enhancing HRD initiatives, implementing gender-sensitive and experience-inclusive programs, and bridging perception gaps between hierarchical levels. The study emphasizes the importance of continuous learning, inclusive leadership, and alignment between HRD and organizational goals to achieve sustained performance and employee development. These findings provide valuable theoretical and practical insights for managers and policymakers aiming to optimize leadership effectiveness and organizational success.