The purpose of this study is to examine the influence of individual culture orientation on leadership styles and perceived employee performance in banking sector of Pakistan. This empirical study will explain the role of transformational leader which unite the interests of organization and its members in contrast with the transactional leader who practice contingent reinforcement of followers. This study will also examine that which leadership style is more authentic and influential within specific individual culture. Transformational leadership consider as a concept of moral and behavioural development source. Therefore, five factors leadership development tools will be discussed along with transformational leadership style and assumed that they influence performance of subordinates more significantly. More specifically, this study will examine the moderating effect of four cultural dimension defined by Hofstede between the relationship of leadership styles and perceived employee performance. The study used an empirical design. Participant will be 1200 in numbers, including managers and their subordinates they will be randomly assigned for questionnaire. The findings of this study will be discussed in terms of theoretical, practical and conceptual implications for both scholars and policy makers to better understand the relationship between leadership styles and perceived employees performance in a specific culture and with a view to future researchers.