The relevance of leadership styles and Islamic work ethics in managerial effectiveness

Abstract

Purpose Managerial effectiveness is considered as an essential element for sustainable development and competitive advantage for organisations, and its core conceptualisation revolves around the capability of management to manage self, subordinates and relationships. However, very few research addressed this important phenomenon; this study aims to fill this gap by investigating the mediating role of Islamic work ethics between leadership styles and managerial effectiveness. Design/methodology/approach Data collection was done through a structured questionnaire, and the hypothesized relationships were tested with the help of SmartPLS. Findings Results of the statistical analysis showed that transformational and transactional leadership styles are positively associated with managerial effectiveness. Also, Islamic work ethics mediated the association between transactional leadership and managerial effectiveness, and however, no mediation effect of Islamic work ethics was found in the relationship of transformational leadership and managerial effectiveness Originality/value Although volumes of research have been conducted into the nature of management and leadership over the past 50 years or so, there have been significant shortcomings in terms of little attention having been given to the issue of managerial effectiveness, lack of generalizability of findings and lack of relevance and utility; thus, this study contributed to human resource management literature by providing a macro-level model to measure managerial effectiveness.

The propensity of risk-taking and financial efficiency: Exploring the role of management accounting system: Evidence from the manufacturing sector

“…As suggested by the previous studies, The researcher has used the quantitative research methodology to determine the impacts of MAS dimensions on its FE. This method has helped the researcher to quantify the results and analyze them in a better way (Albashabsheh et al, 2018;Javed et al, 2019;Javed, Husain et al, 2020;Javed, Khan et al, 2020;Javed, Malik et al, 2020;Khan et al, 2017;Khan & Javed, 2016;Malik et al, 2020). The researcher has used the deductive approach two develop the hypothesis; the researcher has concluded results that will generally be applied to the entire population (Javed, 2017) .…”

“…The researcher has worked on this research with the help of positivist philosophy through which the results have been concluded with the help of factual knowledge and observations made. This study was a cross-sectional study, as the data was collected only one time (Alhroob et al, 2017;Farrukh et al, 2021;Javed & Husain, 2021;Javed;Javed, Malik et al, 2020;Khan et al, 2017)…”

Effect of Transformational Leadership on Employees’ Innovativeness and Job Satisfaction in Pakistani Private Sector

“…Relationship-oriented leaders' subordinates valued unexpected extrinsic rewards, whereas charismatic leaders' subordinates valued participation (Alharbi, Javed, & Malik, 2020).…”

“…This is a method of assisting and developing followers' individual growth within the context of the organization's goals. According to (Alharbi et al, 2020), individualised consideration improves follower satisfaction by advising, supporting, and addressing individual needs. As a result, a stable platform is established, allowing followers to develop and self-actualize (Oswald A. J. Mascarenhas, 2019a).…”

Islamic work ethics and lecturer performance: Mediating roles of person-organization fit and innovation in learning activities

“…Superior work ethics is indicated by values and personal attributes(Abodher et al, 2020); it improves performance in public sector services. IWE is associated with positive individual attitudes towards the organization(Javed et al, 2020). Furthermore, this positive attitude is associated with increased commitment, responsibility, and employee satisfaction with the organization.…”