2026-09-26T06:31:02Z https://www.ideals.illinois.edu/oai-pmh

oai:www.ideals.illinois.edu:2142/49800 2023-07-11 col_2142_5131 col_2142_8800 com_2142_5130 com_2142_5132

Kuchinke, K. Peter Kuchinke, K. Peter Cordova-Wentling, Rose Mary Li, Jessica Cheema, Jehanzeb R. Asrar ul Haq, Muhammad 2014-05-30T17:18:23Z 2014-05-30T17:18:23Z 2016-09-22T20:59:32Z 2014-05 2014-05-30T17:18:23Z 2014-05 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. Item withdrawn by Laura Spradlin (lspradl2@illinois.edu) on 2014-04-21T20:19:58Z Item was in collections: University of Illinois Theses & Dissertations (ID: 1) No. of bitstreams: 1 Asrar ul Haq, Muhammad.pdf: 4208323 bytes, checksum: f38daabee430ebeb190a10f4eb773330 (MD5) Made available in DSpace on 2014-05-30T17:18:23Z (GMT). No. of bitstreams: 2 Muhammad_Asrar ul Haq.pdf: 4931281 bytes, checksum: 9bf9ac2a48e64a32bff1a4ed6592674d (MD5) license.txt: 4071 bytes, checksum: 519dfb74790f9c7eba191a0217a84d77 (MD5) Item marked as restricted to the 'Administrator' Group (id=1) by Seth Robbins (robbins.sd@gmail.com) on 2014-05-30T17:21:32Z Item is restricted until 2016-05-30T17:21:23Z Restriction data tranferred 2014-07-01T11:39:41-05:00 Original Data Group with Access Administrator Release Date: 2016-05-30 12:21:23 UTC Reason: Author requested closed access (OA after 2yrs) in Vireo ETD system Limited Restriction Lifted for Item 49851 on 2016-09-22T20:59:32Z. http://hdl.handle.net/2142/49800 en Copyright 2014 Muhammad Asrar ul Haq Leadership Style Outcomes Banking Congruence between self and subordinates' perceptions about leadership styles and performance in banking sector of Pakistan text Educ Policy, Orgzn & Leadrshp 1760 Human Resource Education 4096 University of Illinois at Urbana-Champaign Dissertation Ph.D. PHD:Human Resource Ed - UIUC 10KS4096PHD