scholarly journals Leadership Styles and Productivity

2019 ◽  
Vol 15 (4) ◽  
pp. 115
Author(s):  
Shweta Tewari ◽  
Rajashree Gujarathi ◽  
K. Maduletty
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Organizational Goals ◽  
Corporate Leaders ◽  
Managerial Behaviors ◽  
Behavioral Attributes ◽  
And Performance ◽  
Relationship Of

Leadership styles in today’s world is an increasingly complex and a popular organizational dynamic to work upon. Different leadership styles are appropriate in distinct situations. If an inappropriate style is adopted by the leader, it may pose several challenges for the workers, managers and human resources departments in the planning and execution of work in an organization. Similarly, the satisfaction and performance levels of employees also depend upon the leadership styles adopted by corporate leaders. An appropriate leadership style paves way to delivering successful plans for fulfilling the long-term organizational goals. Little is however understood about which leadership style influence employees the most and how leadership behavior lead to acceptable outcomes. This paper reviews some of the current challenges in organizations which are faced by managers and the productivity levels for the same. This research statistically calculates and analyzes the leadership style of 50 respondents and which category they fall into depending upon their behavioral attributes to deal with people through a survey questionnaire of 25 questions. It further helps us conclude which leadership style is the most relevant for highest level of productivity in telecommuting employees and managers. It also gives an insight on managerial behaviors and relationship of employees and managers in a less formal organizational setup.

scholarly journals Loyalty as Mediator in the Relationship of Leadership Style and Performance: An Examination among Commercial Banks Employees in Klang Valley, Malaysia

2019 ◽  
Vol 9 (1) ◽  
pp. 3401-3410
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Employee Loyalty ◽  
Klang Valley ◽  
Transactional Leadership Style ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

This paper attempts to present a snapshot of leadership’s style impact and influence and other related effectingreasonstowardstheemployee‘sperformanceandloyaltyinb ankingindustry.Baseonreviewofpastliteratures,majorityofthestudi eshadidentifiedapositiverelationshipbetweentransformational leadership and transactional leadership style toward employee loyalty and performance within the company.Thestudypopulationcomprised five headquarterofficesofcommercialbanksaroundKuala LumpurCity.Theresultofthisresearchdidsupportmostoftheresearc hesdone previously inceithas been found that both leadership styles have significant (positive) relationship towards employee performance in banking industry. This paper also concluded that employee loyalty do have mediation effectbetweentransformationalleadershipandemployeeperforman ceaswellasbetweentransactional leadership and employee performance. Additionally, it also proves that demographic characters do not have significant influence on employee loyalty and performance within an organization.

scholarly journals HUBUNGAN GAYA KEPEMIMPINAN KONTAK TANI TERHADAP PERSEPSI KINERJA KELOMPOK TANI IKAN LELE DI DESA BABAKAN, CISEENG, KABUPATEN BOGOR

2017 ◽  
Vol 6 (1) ◽  
pp. 53-64
Author(s):  
Muhammad Rizqi Mubarok ◽  
Wahyu Budi Priatna
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Well Being ◽  
Test Reliability ◽  
Rank Test ◽  
And Performance ◽  
Relationship Of ◽  
The Village ◽  
The Relationship

The role of Kontak tani in the group is one thing that can`t be separated to the survival of the group. Leadership styles that`s applied by Kontak tani are the ways of working in order to achieve the purpose directing members of a group that can be seen from the performance. This study aims to determine the leadership styles that`s generally applied by Kontak tani and the relationship of leadership styles with performance. The author use validity test, reliability test and Spearman rank test as the analysis tools in this research. Based on the research conducted, leadership styles were commonly applied by the farmer in the village of Babakan contacts are participatory that visible from the involvement of members in the group. In addition, there is a fairly strong correlation between leadership style and performance based on the perception of the group mamber. It needs a through understanding of the various stakeholders within the group or institutional farms that, establishment of groups is based on the increase in well-being and not merely for assistance.

Empowering and Directive Leadership: The Cost of Changing Styles

2021 ◽  
pp. 227853372110083
Author(s):  
Smita Mukherjee ◽  
Zubin R. Mulla
Keyword(s):  
Laboratory Experiment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Team Outcomes ◽  
History Of ◽  
Satisfaction With The Leader ◽  
The Cost ◽  
First Time

We examine the cost of leaders changing between empowering and directive leadership styles on team outcomes. In a laboratory experiment, we collected data from 240 participants in 80 teams. Confederates enacted different leadership styles and led teams of participants in performing a series of tasks. When leaders changed their style from directive to empowering, teams took time to respond in terms of higher satisfaction with leader and affective commitment. However, when leaders changed their style from empowering to directive, the deterioration of satisfaction with leader and reduction in affective commitment were immediate. Moreover, teams of leaders who had been consistently directive showed higher affective commitment as compared to teams of leaders who had a history of being empowering but later shifted to being directive. First time managers can get inputs on how they should enact their leadership style and be aware that switching between styles may impose long-term costs on the team’s affective commitment and satisfaction with the leader.

Thinking Globally, Leading Locally

2018 ◽  
pp. 98-115
Author(s):  
Gursimranjit Singh ◽  
Priyanka Singh ◽  
Maninder Singh
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Economic Status ◽  
Diversity Management ◽  
Educational Background ◽  
Individual Development ◽  
Organizational Growth ◽  
Business World ◽  
Skill Sets ◽  
Corporate Leaders

Global leadership effectiveness has become one of the major issues in human resource management. It is very important for cross-cultural managers to take into consideration the paradigm shift in the business world, keeping in mind the opportunity for organizational growth and individual development. The key issue that the present corporate leaders have to face is to formulate action plans to tackle diversity in the workforce covering the broader spectrum of dimensions, vis-à-vis, ethnicity, age, gender, educational background, economic status, marital status, and skill sets. Since the corporate environment is greatly accelerated by the globalization and advancements in technology, global leaders need to attain a set of competencies that would facilitate them to realize their vision and thus enhance their performance efficiency and competitiveness. The chapter deals with the specific paradigms of the leadership styles and the management of workforce diversity so as to establish the linkages between leadership style and diversity management.

Narcissism personality trait and performance: task-oriented leadership and authoritarian styles as mediators

2020 ◽  
Vol 41 (2) ◽  
pp. 280-293
Author(s):  
Kiran Sakkar Sudha ◽  
M. Ghazi Shahnawaz
Keyword(s):  
Leadership Styles ◽  
Task Performance ◽  
Leadership Style ◽  
Personality Trait ◽  
Performance Task ◽  
Content Type ◽  
Authoritarian Leadership ◽  
And Performance ◽  
Measure Of Performance ◽  
Task Oriented

PurposeThe present study explored the direct as well as indirect relationships between narcissism personality trait and performance. Two leadership styles (task oriented and authoritarian styles) were identified as possible mediators.Design/methodology/approachNarcissism was measured by using Narcissistic Personality Inventory (Ames et al., 2006), performance was measured by performance scale (Greene-Shortridge, 2008). Sinha's leadership scale (Sinha, 2008) was used to measure task-oriented and authoritarian leadership styles. 273 senior-level managers of a big public sector Indian organization participated in the study. SPSS 22 and SmartPLS 2.0 were used to analyze the data.FindingsCorrelation result shows that narcissism personality trait was positively related to authoritarian leadership style and negatively to task-oriented leadership style, task performance and teamwork dimensions of performance. Task-oriented leadership style mediated the relationship between narcissism and task performance and teamwork more than the authoritarian leadership style.Originality/valueThe study attempts to empirically test the behavioral manifestation of narcissism personality trait as positive or negative and has considered the whole measure of performance which has not been previously explored. Practical implications were also highlighted beside the theoretical concerns.

Leadership style and the process of organizational change

2015 ◽  
Vol 36 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ann-Louise Holten ◽  
Sten Olof Brenner
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Content Type ◽  
Long Term Effect ◽  
Transformational And Transactional Leadership ◽  
Using Data ◽  
Reactions To Change

Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

Leadership of Change: Examination of transactional, transformational and charismatic leadership, and evaluation of the concept of charismatic leadership in the current information-driven business environment

2020 ◽  
Vol 8 (8) ◽  
pp. 294-305
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Competitive Advantage ◽  
Leadership Styles ◽  
Leadership Style ◽  
Charismatic Leadership ◽  
Business Environment ◽  
Organizational Goals ◽  
Current Information ◽  
The Right

Effective / efficient leadership has always been one of the most important ingredients every organization looks for. Preferably, a leadership of change that would enable the organization to carry out its operations effectively and engender good results to meet the organization’s goals. Every organization looks forward to employ the right leadership to goad the organization splendidly, and furthermore, attain competitive advantage. Competition amongst organizations to meet consumers’ needs is very keen, and it behooves on management to exhibit the best leadership style to achieve targets. Transformation and charismatic leadership styles have the upper hand in leadership of change to suit the current technological business environment. In view of this, directors of organizations are always putting in every effort and stretching every sinew to go above its limit to make sure the organization is sustained and satisfy shareholders’ interest. As one of their responsibilities, they need to appoint management with the requisite talents and skills to achieve expected results, and accomplish organizational goals.

scholarly journals Tingkat Kesesuaian Gaya Kepemimpinan Ketua dengan Kematangan Anggota Hubungannya dengan Partisipasi Anggota

TRIKONOMIKA ◽  
2013 ◽  
Vol 12 (2) ◽  
pp. 145
Author(s):  
Abd. Rahman Pakaya
Keyword(s):  
Statistical Analysis ◽  
Leadership Styles ◽  
Leadership Style ◽  
Quantitative Methods ◽  
Hypothesis Test ◽  
Maturity Level ◽  
Analysis Techniques ◽  
Task Behavior ◽  
Relationship Of ◽  
The Relationship

The purpose of this research is to know the leadership style’s compatibility level which including task behavior  and relationship behaviors, the maturity of the members and the relationship with the  with the participation of members of the Koperasi Unit Desa (KUD) in Gorontalo province. This study use 52 sample of KUD chairman and 140 sample members of KUD.  The calculation of the sample used proportional sampling. Data were collected by interviews and distributing questionnaires to respondent. Method of anayisis using descriptive qualitative analysis techniques and quantitative methods. Hypothesis test using Kruskal Wallis different test and the Chi Quadrat. Based on the statistical analysis results can be concluded: (1) the existence of the leadership styles differentiation of the chairman, (2) there are differences in maturity level of members, (3)  there is no leadership styles compatibility level of chairman toward the maturity of members in KUD at Gorontalo Province, and (4) there is a relationship of the chairman leadership style with the maturity of the members indicated from the participation of members.

scholarly journals The Effect of Autocratic, Participative, and Delegation Leadership on Work Motivation of Indonesian Navy Personnel

2019 ◽  
Vol 7 (05) ◽  
Author(s):  
Heribertus Yudho Warsono ◽  
Budiyanto ◽  
Akhmad Riduwan
Keyword(s):  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Performance ◽  
Work Motivation ◽  
Significance Level ◽  
Organizational Goals ◽  
Participatory Leadership ◽  
Autocratic Leadership ◽  
Navy Personnel

The purpose of the study was to determine the effect of autocratic leadership style (X1), participatory (X2) and delegation (X3) on work motivation (Y) Navy Personnel. The research method used was a questionnaire with a sample of 55 people. Measurement of variables using Linkert scale techniques with 1-5 weighting values. To find out the relationship between variables X1, X2 and X3 to Y using statistical techniques correlation analysis, simple linear regression, and multiple linear regression, and to test the significance level using the test which is processed using the Statistical Product and Service Solution (SPSS) version 15 program. The conclusion of this study is that there is a strong influence from the autocratic leadership style, participatory and delegation on the work motivation of the Indonesian Navy Personnel. Then it was recommended to the Leaders at the Indonesian Navy Officers, to be able to maintain and continue to develop autocratic leadership styles, participatory leadership styles, and Delegation leadership styles to better achieve organizational goals. Increased work motivation can be done by increasing the ability of officers through training or leadership for Navy Personnel who have good work performance, giving incentives or rewards to outstanding soldiers and civil servants.

scholarly journals RELATIONSHIP OF COMPENSATION, AND AUTHORITARY LEADERSHIP STYLES AND EMPLOYEE PERFORMANCE

2019 ◽  
Vol 19 (2) ◽  
pp. 71-81
Author(s):  
Ely Rohmawati ◽  
Ani Wulandari
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Rank Correlation ◽  
Test Reliability ◽  
Spearman Rank Correlation ◽  
Authoritarian Leadership ◽  
Descriptive Validity ◽  
Relationship Of ◽  
The Relationship

This study aims to determine the relationship between compensation and authoritarian leadership style with employee performance at PT. Circle K Indonesia Utama Surabaya. The number of respondents in this study was 68 employees. The research method used is descriptive, validity test, reliability test, and spearman rank correlation calculation. The results showed that the compensation variables and authoritarian leadership style had a strong and significant relationship with employee performance. Strategies that can be applied by PT. Circle K Indonesia Utama Surabaya to improve employee performance, namely paying more attention to activities and providing employee compensation appropriately and accordingly. Also, improve the leadership style used by leaders.

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