Every organization expects best
performance out of their each employee to achieve organizational goals. It is
well known fact that leadership style of leaders play crucial role in employee
performance.
“Since it is the duty of
leaders to get things done through the coordinated efforts of others, it is
assumed therefore that leadership styles will translate into the subordinates’
performance (Rollinson et al, 2001 cited in Mohammed, 2014, p. 01)”
Leadership style
“Leadership styles can be defined
as the combination of traits, skills and behaviors leaders use as they interact
with followers (Achua & Lussier, 2009 cited in Heerd, 2013, p.02)”.
There are 5 main leadership
styles. They are Autocratic, Beauracratic, Laissez –faire, Transformational and
Transactional leadership style. Each leadership style has different
characteristics.
Employee Performance
“Employee performance includes
executing defined duties, meeting deadlines, employee competency, and
effectiveness and efficiency in doing work” (Iqbal et al, 2015).
Effect Of Leadership Styles on employee performance
Leadership and employee
performance topic has been very popular among researchers and there are many researches
have been ended by finding best leadership style for employee performance.
A study done by Sebestian in 2017
identify that democratic leadership style has a significant positive impact on employee
performance and autocratic leadership style shows significant negative impact
on employees performance. And they identified that “laissez-faire leadership
has a positive significant impact on employee performance” (Sebestian, 2017)
“Wang, Oh,Courtright and
Colbert conducted a study in which it was shown how transformational leadership
affects the employees performance.” they identified Transformational
leadership supports the performance of the team (Deringdag, 2020).
Ebrahim Hasam Al Khajeh
identified that in his research that Transformational Leadership and Democratic
Leadership styles have positive impact on performance while Autocratic and
Transactional leadership make negative impact on performance (Khajeh, 2018). Another
research done by Umar Paracha and researchers suggested that “organization
should implement the mix of both transactional and transformational leadership
style according to the certain situation and nature of task assigned to employees”
(Paracha et al., 2012).
Conclusion
According to the earlier researches
we can come up with the idea of that autocratic leadership style is not
necessarily suitable for improving employee performance neither the full phase
of Transactional leadership style. Laissez-fare and democratic leadership
styles show positive impact on employee performance but not as Transformational
Leadership style. Each studies shows that best practice for improve employee performance
is Transformational Leadership style.Ultimately organizations are better to keep and train more of Transformational leaders to gain best employee performance.
Author : Thejani Jayasinghe
References
Deringdang,
F., 2020. A Handbook of leadership styles. 1st ed. Newcastle upon
Tyne: Cambridge Scholars Publishing.
Heerd, M., 2013. Intercultural Management. Leadership styles in Germany, USA and India. 1st ed. Online: GRIN Verlag.
Iqbal, N., Anwar, S., Haider, N., 2015. Effect of Leadership Style on Employee Performance. Arabian Journal of Business and Management Review, [Online]. 5, 2. Available at: https://www.hilarispublisher.com/open-access/effect-of-leadership-style-on-employee-performance-2223-5833-1000146.pdf [Accessed 1 June 2020].
Mohammad, U., Yusuf, M., Sanni, I., Ifeyinwa, T., Bature, N., Kazeem, A., 2014. The Relationship between Leadership Styles and Employees’ Performance in Organizations (A Study of Selected Business Organizations in Federal Capital Territory, Abuja Nigeria). European Journal of Business and Management, [Online]. 6, 1. Available at: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.684.9954&rep=rep1&type=pdf [Accessed 31 May 2020].
Sebestian,
V., 2017. Impact of leadership style on employee performance. International
Journal of Accounting & Business Management , 5(2), pp. 124-125.



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