Congruence between self and subordinates' perceptions about leadership styles and performance in banking sector of Pakistan

Asrar ul Haq, Muhammad

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https://hdl.handle.net/2142/49800 Copy

Description

Title

Congruence between self and subordinates' perceptions about leadership styles and performance in banking sector of Pakistan

Author(s)

Asrar ul Haq, Muhammad

Issue Date

2014-05-30T17:18:23Z

Director of Research (if dissertation) or Advisor (if thesis)

Kuchinke, K. Peter

Doctoral Committee Chair(s)

Kuchinke, K. Peter

Committee Member(s)

• Cordova-Wentling, Rose Mary
• Li, Jessica
• Cheema, Jehanzeb R.

Department of Study

Educ Policy, Orgzn & Leadrshp

Discipline

Human Resource Education

Degree Granting Institution

University of Illinois at Urbana-Champaign

Degree Name

Ph.D.

Degree Level

Dissertation

Keyword(s)

• Leadership Style
• Outcomes
• Banking

Abstract

The banking sector has been the fast growing sector in Pakistan and facing various challenges, including high turnover, lack of job satisfaction and organizational commitment. The followers’ behavior fit with the leadership style is an indicator of good performance whereas incongruity leads to the poor (individual and organizational) performance. The purpose of this study was to examine the congruence between managers’ (self) and subordinates’ perceptions about their leadership styles and its impact on performance outcomes. Leadership styles (independent variables) included transformational leadership, transactional leadership and laissez-faire leadership. The outcomes (dependent variables) consisted of effectiveness, extra effort, satisfaction, and organizational commitment. The data was collected from sixty-five banks (65 managers and 225 subordinates) using MLQ 360 (5 X Short) by Bass and Avolio and OCQ by Meyer and Allen. The managers responded about their self-perceived leadership styles and its relationship with performance outcomes. The subordinates responded about their perceptions of managers’ leadership styles and its impact on performance outcomes. The data was analyzed using MANOVA, ANOVA and multiple regression analysis. The results showed that the banking sector of Pakistan is a male dominant sector, echoed with the young and well-educated workforce. The results indicated significant differences between managers’ (self) and subordinates’ perceptions about their leadership styles at dimension level. In addition, a significant difference was found between managers and subordinates about the impact of transformational leadership style and laissez-faire leadership style on different outcomes.

Graduation Semester

2014-05

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http://hdl.handle.net/2142/49800

Copyright and License Information

Copyright 2014 Muhammad Asrar ul Haq

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