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Abstract- This study empirically explores how leadership styles shape the multidimensional employee performance (task, contextual/organizational citizenship behavior (OCB), and adaptive performance) of full-time staff at Guangxi Finance Vocational and Technical College (GFVTC), a key vocational education institution in China’s Guangxi Zhuang Autonomous Region. Grounded in Bass’s Transformational and Transactional Leadership Theory (1990) and Campbell’s Multidimensional Job Performance Model (1990), the quantitative research addresses critical gaps in existing literature—scant empirical evidence on leadership-performance relationships in Chinese higher vocational education and the narrow measurement of employee performance in prior studies. Using the Multifactor Leadership Questionnaire (MLQ) and validated performance scales, 186 valid responses were collected from GFVTC’s academic, administrative, and technical staff, with correlation and multiple regression analysis applied for data processing. Core findings reveal that transactional leadership is the dominant leadership style perceived by GFVTC’s administrative staff, and it exerts the strongest predictive effect on employees’ task performance, alongside significant positive impacts on contextual and adaptive performance. This research extends leadership theory’s application to Chinese higher vocational education contexts, offering evidence-based practical implications for leadership development and human resource management optimization in vocational colleges, while enriching cross-cultural leadership research in emerging economies.

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