Leadership Style and Performance of Employees
DOI:
https://doi.org/10.21632/irjbs.13.1.1-14Keywords:
Leadership, Democratic leadership, Transformational leadership, Performance of employees, Positive RelationshipAbstract
Leadership is an important aspect as it usually enables the employees of the organizations to work efficiently and effectively. The current study assesses the relationship between leadership style(s) and the performance of employees working in the banking sector of the United Arab Emirates (UAE). This quantitative study is conducted with a sample of 200 employees from 5 different banking institutions of the UAE using simple random sampling techniques. SPSS version 21 was used to analyze the data. The results highlighted that democratic and transformational leadership have a significant positive relationship with the performance of employees with a p-value of 0.00, P<0.05. The Cronbach’s alpha was measured between the ranges of 0.7 to 0.8 which is an acceptable range. It is proven that democratic leadership and transformational leadership styles are significant for the banking sector which helps to achieve its goals and enhance the performance of employees.
References
Agarwal, S. & Al-Qouyatahi, K.M.S. (2017). HRM challenges in the age of globalization. International Research Journal of Business Studies, Vol.10, No.2, pp.89-98.
Almatrooshi, B., Singh, S. K., & Farouk, S. (2016). Determinants of organizational performance: a proposed framework. International Journal of Productivity and Performance Management, 65(6), 844-859.
Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership theories, principles and styles and their relevance to educational management. Management, 5(1), 6-14.
Anderson, M. H., & Sun, P. Y. (2017). Reviewing leadership styles: Overlaps and the need for a new ‘full-range’ theory.International Journal of Management Reviews, 19(1), 76-96.
Arnold, K. A., Connelly, C. E., Walsh, M. M., & Martin Ginis, K. A. (2015). Leadership styles, emotion regulation, and burnout. Journal of Occupational Health Psychology, 20(4), 481.
Asrar-ul-Haq, M., & Kuchinke, K. P. (2016). Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks. Future Business Journal, 2(1), 54-64.
Birasnav, M. (2014). Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership. Journal of Business Research, 67(8), 1622-1629.
Blumberg, B., Cooper, D., & Schildler, P. (eds. 4), (2014), Business Research Methods, McGraw Hill education.
Bowling, A. (2014). Research methods in health: investigating health and health services. McGraw-hill education (UK).
Cooper, D. (2015). Effective safety leadership: Understanding types & styles that improve safety performance. Professional Safety, 60(02), 49-53.
Duncan, S., & Fiske, D. W. (2015). Face-to-face interaction: Research, methods, and theory. Routledge.
F. Vito, G., E. Higgins, G., & S. Denney, A. (2014). Transactional and transformational leadership: An examination of the leadership challenge model. Policing: An International Journal of Police Strategies & Management, 37(4), 809-822.
Frankel, A., & PGCMS, R. (2019). What leadership styles should senior nurses develop?. Mental health, 12, 50.
Fu, W., & Deshpande, S. P. (2014). The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a China’s insurance company. Journal of Business Ethics, 124(2), 339-349.
Harwiki, W. (2016). The impact of servant leadership on organization culture, organizational commitment, organizational citizenship behaviour (OCB) and employee performance in women cooperatives. Procedia-Social and Behavioral Sciences, 219, 283-290.
Hurduzeu, R. E. (2015). The impact of leadership on organizational performance. SEA–Practical Application of Science, 3(07), 289-293.
Jackson, S. L. (2015). Research methods and statistics: A critical thinking approach. Cengage Learning.
Koohang, A., Paliszkiewicz, J., & Goluchowski, J. (2017). The impact of leadership on trust, knowledge management, and organizational performance: A research model. Industrial Management & Data Systems, 117(3), 521-537.
Masa’deh, R. E., Obeidat, B. Y., & Tarhini, A. (2016). A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modelling approach. Journal of Management Development, 35(5), 681-705.
Mussolino, D., & Calabrò, A. (2014). Paternalistic leadership in family firms: Types and implications for intergenerational succession. Journal of Family Business Strategy, 5(2), 197-210.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in management, 7(2), 57.
Neubert, M. J., Hunter, E. M., & Tolentino, R. C. (2016). A servant leader and their stakeholders: When does organizational structure enhance a leader’s influence?. The Leadership Quarterly, 27(6), 896-910.
Smith, J. A. (Ed.). (2015). Qualitative psychology: A practical guide to research methods. Sage.
Tavakol, M. & Dennick, R. (2011), ‘Making sense of Cronbach’s alpha’, International Journal of Medical Education, Vol. 2, pp.53-55.
Taylor, S. J., Bogdan, R., & DeVault, M. (2015). Introduction to qualitative research methods: A guidebook and resource. John Wiley & Sons.
Urick, A., & Bowers, A. J. (2014). What are the different types of principals across the United States? A latent class analysis of principal perception of leadership. Educational Administration Quarterly, 50(1), 96-134.
Wang, D., Waldman, D. A., & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of applied psychology, 99(2), 181.
Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers’ positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.
Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: literature review. Journal of Management Development, 35(2), 190-216.
Zimmermann, A., Hill, S., Birkinshaw, J., & Jäckel, M. (2017). How to Become Ambidextrous?: The Interaction of Structure, Leadership, and Organizational Context
Downloads
Submitted
Published
How to Cite
Issue
Section
License
Copyright (c) 2020 Sugandha Agarwal
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Journal Author(s) Rights
For IRJBS to publish and disseminate research articles, we need publishing rights (transferred from the author(s) to the publisher). This is determined by a publishing agreement between the Author(s) and IRJBS. This agreement deals with the transfer or license of the copyright of publishing to IRJBS, while Authors still retain significant rights to use and share their own published articles. IRJBS supports the need for authors to share, disseminate and maximize the impact of their research and these rights, in any databases.
As a journal Author, you have rights to many uses of your article, including use by your employing institute or company. These Author rights can be exercised without the need to obtain specific permission. Authors publishing in IRJBS journals have comprehensive rights to use their works for teaching and scholarly purposes without needing to seek permission, including:
- use for classroom teaching by Author or Author's institution and presentation at a meeting or conference and distributing copies to attendees;
- use for internal training by the author's company;
- distribution to colleagues for their research use;
- use in a subsequent compilation of the author's works;
- inclusion in a thesis or dissertation;
- reuse of portions or extracts from the article in other works (with full acknowledgment of the final article);
- preparation of derivative works (other than commercial purposes) (with full acknowledgment of the final article);
- voluntary posting on open websites operated by the author or the author’s institution for scholarly purposes,
(But it should follow the open access license of Creative Common CC-by-SA License).
Authors/Readers/Third Parties can copy and redistribute the material in any medium or format, as well as remix, transform, and build upon the material for any purpose, even commercially. Still, they must give appropriate credit (the name of the creator and attribution parties (authors' detail information), a copyright notice, an open access license notice, a disclaimer notice, and a link to the material), provide a link to the license, and indicate if changes were made (Publisher indicates the modification of the material (if any) and retain an indication of previous modifications.
Authors/Readers/Third Parties can read, print and download, redistribute or republish the article (e.g. display in a repository), translate the article, download for text and data mining purposes, reuse portions or extracts from the article in other works, sell or re-use for commercial purposes, remix, transform, or build upon the material, they must distribute their contributions under the same license as the original Creative Commons Attribution-ShareAlike (CC BY-SA).
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.