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This paper reports the findings of a study examining the impact of managers' leadership styles on subordinates' performance. The impact of leadership styles on employee performance outcomes is explored theoretically and tested empirically in the Pakistani banking sector. The sample of the study consisted of 224 full-time employees in the banking sector of Pakistan. Findings of this study reveal that there exists a significant relationship between transformational leadership and employee performance outcomes. However, laissez-faire leadership style showed negative relationship with employee performance outcomes in terms of effectiveness, and employee satisfaction. Banking industry in Pakistan is prone to numerous challenges including employee turnover. Model presented in the study will be helpful for the human resource managers and top management to design effective leadership development programs. HRD department can be established and HRD professionals can be hired to assist the managers in organizing training and development programs. Further, it may help to design strategies to satisfy, retain and motivate the employees. Also, it will help the managers decide, which leadership style they should choose in terms of outcomes.

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HRD graduate programs form an important component of the system of human resource education in the UnitedResponding to the increasing demand for employee skills, expertise, and performance in rapidly changing economic and social environments, over the past fifteen years many universities have implemented academic programs to educate and train HRD practitioners. Today, these programs are firmly established in professional schools and are in high demand among students from a variety of academic backgrounds. In U.S. schools of education, HRD enrollments are among the fastest growing; "the training of . . . HRD practitioners is now the 'bread and butter' activity" (Gray, 1997, p. 80).Despite the popularity of the field, there is considerable variation in program structure, curriculum content, and institutional affiliation, raising questions about the boundaries of the field and its academic and professional identity (Kuchinke, 2000). Although definitions of the field appear to converge-quite typical are Swanson and Holton' s (2001) definitions of HRD as focused on organization development and personnel training and development, including career development-the disciplinary base of the field is