Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks

Abstract

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.

Human-Oriented Leadership and Encouragement to Perform Work: Modelling Organizational Attachment as Mediator

“…Nearly five decades ago, management scholars at the Ohio State University discovered that human-oriented leadership (HOLS) is a crucial leadership style that may enhance organizational performance (Asrar-ul-Haq & Kuchinke 2016;Semarco & Cho 2017). The main idea for this leadership style is dependent upon the behavior of a leader who is strongly inspired by the people rather than projects and/or power in attaining organizational strategy and objectives (Leanard 2018;Oh, Cho & Lim 2018).…”

Factors Affecting Employee Performance Improvement on Finance Companies

“…Some research proves that organizations that have leaders who have good managerial competence, have high integrity, have the ability to motivate, and can direct employees who can be accepted by individuals within the organization will be able to improve employee performance (Yildiz, S. et al ., 2014;Asrar-ul-Haq and Peter, K., 2016;Karisoh, GD, 2016;and Maharani, V. et al, 2013). Previous research has also linked many organizational cultures with employee performance.…”

Quality of Work Life: A Significant Dimension of Non-Financial Compensation or Managers’ Tool to Generate Reciprocity

“…This perception helps in boosting the level of efforts for accomplishment of organizational objectives and predefined targets (Eisenberger, Huntington, Hutchinson, & Sowa, 1986;Hutchison et al,. 1986;Shore & Shore (1995); Bartram, Karimi, Leggat & Stanton, 2014; International Journal of Human Resource Studies ISSN 2162-3058 2018 Qunchao Lv & Xinli Xie, 2017) and employees are rewarded for their efforts and performing assigned tasks (Asrar-ul-Haq and Kuchinke, 2016). Employers usually reward their employees either in monetary or non monetary terms.…”