Study of relationship among Leadership style, Employee Performance and Job Satisfaction

7/24/2019 Study of relationship among Leadership style, Employee Performance and Job Satisfaction

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Study of relationship among Leadership style, Employee Performance

and Job Satisfaction

Anam Rauf (Roll # 526)

GC University, FSD(Email !ayli"t$526%yaoo&'om)

Abstract:

e resent stu!y is 'on!u'te! to !etermine te effe't of lea!ersi style on emloyee erforman'e an! *o+

satisfa'tion& e !es'ritive resear' meto! is use! in tis stu!y for revie ast resear' an! for !ata

"aterin"& e revious stu!y sos tat transformation lea!ersi an! transa'tional lea!ersi style is

'losely relate! to effe'tive lea!ersi style use! in +an-in" se'tor& e resent stu!y e.lores te effe't of

+ot transformation lea!ersi an! transa'tional lea!ersi style of +an- mana"er on te emloyee

erforman'e an! *o+ satisfa'tion& te fin!in" of resent stu!y so tat transformational lea!ersi style is

ositively relate! to emloyee erforman'e as its 'arismati' style an! insiration +eavior in'rease

emloyee ro!u'tivity an! *o+ satisfa'tion& e stu!y sos tat transa'tional lea!ersi style alone ill

not rovi!e ositive result to or"ani/ation& it soul! +e use! it transformational lea!ersi style to yiel!

effe'tive result& As a result of resent stu!y 'on'lu!e! tat emloyee erforman'e an! *o+ satisfa'tion is

'losely !een!s on its lea!ersi style&

Keywords:

0ea!ersi, lea!ersi style, transformational lea!ersi, transa'tional lea!ersi, Emloyee erforman'e,

1o+ satisfa'tion&

Introduction

e resent stu!y is inten!e! to investi"ate te relationsi amon" lea!ersi style, *o+ satisfa'tion an!

emloyee erforman'e in te an-in" Se'tor of 3a-istan&Su''ess or failure of any +usiness in some e.tent

is 're!ite! to its lea!ersi& 4oever, te su''ess of lea!ersi itself !een!s on te !e"ree an! !ire'tion

of te resonse of folloers to te lea!ersi influen'e (o!la 4ussain, 27)& e lea!ersi style

lays an imortant role in *o+ satisfa'tion an! in'rease te erforman'e of te or"ani/ation& S'olars an!

resear'ers su""est tat effe'tive lea!ersi +eaviors 'an fa'ilitate te imrovement of erforman'e en

or"ani/ations fa'e ne 'allen"es (8'Grat an! 8a'8illan, 2)&Effe'tive lea!ersi +eavior is elful

for attainment of te su+or!inate9s !esires, i' en! results in te form of effe'tive erforman'e (8arit/,

:775; Risto, et al&, :777)&

As in te ast fe years, or"ani/ation an! teir environments as altere!


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lea!ersi as a ositive influen'e on te erforman'e of >r"ani/ations (8arit/, :775; ass, :77?;

Carlton, 2)&

e lea!er9s a+ility to a!*ust imself it 'an"in" environment internally or e.ternally an! lea! a "rou

of su+or!inates to or- to"eter in te or-la'e is te -ey to su''ess (4sien Cuan", 2@)& us, tis

resear' e.lores te relationsi amon" tese varia+les tat is 0ea!ersi style, 1o+ Satisfa'tion an!

Emloyee9s 3erforman'e&

e aim of te resent stu!y is to !is'over relationsi amon" 0ea!ersi Style, 1o+ Satisfa'tion an!

emloyee9s 3erforman'e& e resent stu!y ur"e! to 'om+ine te ersonal an! rofessional 'ara'teristi's

of te lea!ersi as te to si!es of te same 'oin& 0ea!ersi Style, 1o+ Satisfa'tion an! emloyee

3erforman'e as lon" +een te fo'us of investi"ation an! resear' in estern 'ountries, Resear'ers !i!

stu!ies on tese varia+les searately& 4oever in 3a-istan tis toi' is not e.tensively stu!ie! an! a fe

resear'es ere 'on!u'te! on tese varia+les searately& us, tere as +een felt a nee! for a resear'

e.lorin" te relationsi amon" 0ea!ersi Style, 1o+ Satisfa'tion an! emloyee 3erforman'e in our

'ulture an! o it 'oul! +e relate! it various out'omes& e lea!ersi style lays an imortant role in*o+ satisfa'tion an! a'ievement erforman'e of te or"ani/ation& e resear' fin!in"s ill +e elful to

a!!ress issues su' as i' lea!ersi style as ositive influen'e on 1o+ Satisfa'tion an! Emloyee9s

3erforman'e& As Resear'er "ive 'omments

e su''ess of any or"ani/ation tat is !een!in" on emloyee erforman'e an! overall 'olle'tive

erforman'e of or-ers is in ole lin-e! it lea!ersi style&

(ir-atri'- 0o'-, :775)

e ro+lem for 'onsi!eration in tis resear' fo'uses on eter 0ea!ersi Style influen'es 1o+

Satisfa'tion an! Emloyee9s 3erforman'e&

esearch !uestions

e resear'


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Fry !efine! 0ea!ersi as Su' oerful strate"y tat set te !ire'tion to a'ieve "oal an! ma-e ro"ress

of or"ani/ation&

0ea!ersi is one it te most ener"eti' ossessions !urin" in!ivi!ual an! or"ani/ational intera'tion& e

e.'ellent lea!er not only insires su+Hor!inates otential to enan'e effi'ien'y an! also meet teir

re


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emloyee re


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As, ransa'tional lea!ersi is +ase! on te e.'an"e ro'ess ere te lea!er a!ministers rear!s& =n

tat style te lea!er an! folloer are illin" tat !esire! folloer +eaviors ill +e rear!e!, ile

un!esira+le +eaviors ill !ra out unisment& e ossi+le rear!s 'onsist of in'rease in salary,

romotions, an! oter more +enefits to emloyee& 3unisment 'an +e in te form of ay re!u'tion, no

romotion, an! terminations an! leave of *o+ forever& =t is o+serve! tat tis tye of lea!ersi is not

a''eta+le for many 'on!itions& =n!ee!, it is o+serve! tat transa'tional lea!ersi +eaviors are not

relia+le lea!ersi la+el (ryman, :772)& Sin'e it is +ase! on revious resear', transa'tional lea!ersi

!oes is not see- to motivate folloers +eyon! te level tat is re


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+lo'- of an or"ani/ation an! fa'tors i' set te foun!ation for i" erforman'e in te or"ani/ations

(A++as Kar"ani/ations (8arit/,:775; ass, :77?; Carlton, 2)& Ultimately it is te 3erforman'e of many in!ivi!uals tat atta'e! it

te erforman'e of te >r"ani/ation, or in te a'ievement of or"ani/ational "oals& Effe'tive lea!ersi is

=nstrumental in ensurin" or"ani/ational erforman'e (Cumin" an! S'a+, :7?)& an- emloyees "ive

te imression to rea't mu' more ositively in terms of erforman'e& 3eras +an-in" an! multi'ultural

environments emloyees feel more 'omforta+le it a or- system tat !efines teir tas-s an! 'learly

sells out erforman'e tar"ets an! ay to erform in *o+ (Aamle, 2?)&

Leadership style and )ob satisfaction:

Bor-ers at every level of teir *o+ ma-e feelin"s re"ar!in" eter tey are are'iate! an! onore! from

imortant ay tat 'ome from teir or- environment, ese'ially tose tat 'ome from te lea!ers !ire'tly

over tem (Gmel' 8is-in, :77)& ese imressions are interrete! into feelin"s, eiter ositive or

ne"ative, tat +e'ome te -ey element of a or-er9s morale& 8orale is a -ey fa'tor in sain" an

emloyee9s 'ommitment to or- an! te !e"ree of *o+ satisfa'tion to i' e or se a"rees (Fryer

0ovas, :77:)&Bor-in" it a lea!er o !oes not rovi!e suort, so -in!ness, or -ee a""ressive

+eaviors 'an +e stressful for emloyees (Bi-inson Ba"ner, :77)& Ne"ative lea!erHemloyee relations

'an result in !e'rease! leasure it or-, u//le! one9s s-ill on te *o+, rea'tin" arsly to te lea!er,

an! leavin" te or"ani/ation (Cen Se'tor, :77:)& e


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Fernan!es an! Aamle (2@) foun! tat transformational lea!ersi a! a oerful out'ome on *o+

satisfa'tion& A''or!in" to ass, transformational lea!ersi is more relate! to !eveloin" folloers to teir

fullest otential (ass Avolio, :77), ereas te fo'al oint of transa'tional lea!ersi is on satisfyin"

+asi' folloer nee!s tat lea! to *o+ satisfa'tion& 8any s'olars ar"ue tat lea!ersi 'reates te vital lin-

+eteen or"ani/ational effe'tiveness an! eole9s erforman'e at an or"ani/ational level& 8any riters

!e'lare tat lea!ersi +eaviors 'an fa'ilitate te imrovement of +ot lea!ers9 lea!ersi otential an!

en'oura"e emloyees to or- +etter imroves teir satisfa'tion& is ill finally lea! te out'ome to

in'reasin" or"ani/ational erforman'e (Avery 1in", 2)&

*onclusion:

is stu!y as investi"ate! tat lea!ersi is most 'riti'al fa'tor in te su''ess of any or"ani/ation& 8any

riters !e'lare tat lea!ersi +eaviors 'an fa'ilitate te imrovement of +ot lea!ers9 lea!ersi

'ometen'y an! ersua!e or romote emloyees to or- +etter imroves teir erforman'e an!

satisfa'tion& is ultimately 'ontri+utes to enan'in" or"ani/ational erforman'e (8a'


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eference

A++as, O&, Ra//a


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Con"er, 1& A& anun"o, R& N& (:777)& Carismati' lea!ersi in or"ani/ations

3er'eive! +eavioral attri+utes an! teir measurement& ournal of !rgani(ational

Behavior, :5@7H@52&

Cummin"s, 0&0& an! S'a+, D&3& (:7?)& 3erforman'e in >r"ani/ations Determinants an! Araisal&

Glenvie S'ott, Foresman an! Comany&

Du+ins-y, A&1&, Kammarino, F&1&, 1olson, 8&A& (:775)&An e.amination of lin-a"es +eteen ersonality

'ara'teristi's an! !imensions of transformational lea!ersi, ournal of Business and Ps%cholog%, 7:5H

5&

Fry, 0&B& (2)& oar! a teory of siritual lea!ersi, +he &eadership uarterl%, :@67H?2?&

Gadot, E., (2007). Leadership style, organizational politics, and employees'performance: n empirical e!amination of t"o competing models. PersonnelReview,#$, %, $$&$#.

Gi+son, C& A&, 8ar'ouli!es, G& A& (:776)& e invarian'e of 0ea!ersi Style a'ross Four 'ountries&

ournal of #anagerial Issues,7:, 26H@:&

1onson, && (:775)& Gen!er an! lea!ersi style A metaHanalysis&Ps%chological Bulletin& (:(2), 2H

256)&

"andis*i, E., (200$). Leadership style in +ncident ommands. Personnel Review,#$,%, $$& $#.

ir-e, R&8& (:777)&0andbook of leadership A survey of te literature, Ne Kor- Free 3ress&

ir-atri'-, S& A&, 0o'-e, E& A& (:776)& Dire't an! in!ire't effe'ts of tree 'ores 'arismati' lea!ersi

'omonents on erforman'e an! attitu!es&ournal of $pplied Ps%cholog%, :, 6H5:&

0ee, C& 4&, Cuan", 4& & 2@& e =ma't of 0ea!ersi Styles on 1o+ Stress an! urnover =ntention&

International ournal of *lobal Business, 2 (2), 6:H&

8arit/, D& :775& 0ea!ersi an! mo+ili/in" otential,0uman Resource #anagement, :(:) H:6&

Ran!eree, &, Cau!ry A&G& (2?)& 0ea!ersi in 3ro*e't 8ana"e! Environments Emloyee 3er'etions

of 0ea!ersi Styles itin =nfrastru'ture Develoment in Du+ai, International Review of Business

Research Papers, (@)22H22&

Ri'ar!s, D&, En"le, S& (:76)& After te vision su""estions to 'ororate visionaries an! Pision

'amions& =n &1&D& A!ams (E!&), +ransforming &eadership(& :77H2:5)&

Ale.an!ria, PA 8iles River 3ress&

Risto, A&, Amos, & an! Stau!e, G& :777&+ransformational leadership and organi(ational effectiveness in

the administration of cricket in South $frica, Sout Afri'an&

Sin, S&, Mou, 1& (2)& ransformational lea!ersi, 'onservation, an! 'reativity Evi!en'e from

orea&$cadem% of #anagement ournal, @6?H?:@&

omsen, 4&& 4oest& (2:)& Emloyees9 er'etion of te learnin" or"ani/ation, #anagement

&earning, 2(@), @67H@7:&


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Mu, B&, Ce, =&&4& an! San"ler, B&D& (25)&CE> transformational lea!ersi

or"ani/ational out'omes e me!iatin" role of umanH'aitalHenan'in" uman resour'e mana"ement&

+he &eadership uarterl%, :6(:) 7H52&

Study of relationship among Leadership style, Employee Performance and Job Satisfaction

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