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Title:Congruence between self and subordinates' perceptions about leadership styles and performance in banking sector of Pakistan
Author(s):Asrar ul Haq, Muhammad
Director of Research:Kuchinke, K. Peter
Doctoral Committee Chair(s):Kuchinke, K. Peter
Doctoral Committee Member(s):Cordova-Wentling, Rose Mary; Li, Jessica; Cheema, Jehanzeb R.
Department / Program:Educ Policy, Orgzn & Leadrshp
Discipline:Human Resource Education
Degree Granting Institution:University of Illinois at Urbana-Champaign
Degree:Ph.D.
Genre:Dissertation
Subject(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.
Issue Date:2014-05-30
URI:http://hdl.handle.net/2142/49800
Rights Information:Copyright 2014 Muhammad Asrar ul Haq
Date Available in IDEALS:2014-05-30
2016-09-22
Date Deposited:2014-05


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