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Chapter 22 

LLIITTEERRAATTUURREE RREEVVIIEEWW

2.1 Introduction 2.2 Indian Studies 2.3 Foreign Studies

2.1 Introduction

Leadership and the study of this phenomenon had their roots in the

beginning of civilization itself and the search for the characteristics or traits of

leaders went on for centuries. Philosophical writings from Plato’s Republic to

Plutarch’s Lives have explored the question, “What qualities distinguish an

individual as a leader?” Underlying this search was the early recognition of the

importance of leadership and the assumption that leadership is rooted in

certain characteristics that individuals possess, called trait or quality of a

leader. There were leaders among philosophers, heroes, rulers, priests and

freedom fighters in the ancient times. They were all respected by their

followers because of certain innate or inherent qualities possessed by them.

The quest for knowledge on leadership resulted in the formation of various

definitions, theories, models and styles. Till now, there is difference of opinion

among the learners whether leaders are born or made. Anyhow, the studies on

leadership seem to be still progressing because of its wide applications in all

Cont

ents

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walks of life. Moreover, there is a great demand for excellent leaders today

due to the influence of advanced technology, emergence of MNCs, increasing

competition and the need for sustainability.

In recent years the importance of leadership in organizations has become

an area of interest for study among academicians and researchers. A lot of

studies including Research work have been done on Leadership in schools,

hospitals, hotels, banks, industries, etc., all over the world. It covers Articles in

various Journals (national and international), Theses (within and outside

India), Project Reports, Case Studies, Working Paper Series, Paper

Presentations, International Review of Business Research Papers, Survey

Reports, Dissertations, Books, etc. A brief report of these studies on leadership

styles made at national and international levels is presented in this chapter.

2.2 Indian Studies

J. D. Sharma (2013), in his article ‘Leadership Paradigm in banks’

explains that as per the observations made by RBI, it will be challenging for

the banks to raise additional capital and liquidity to support higher asset

expansion and also to comply with Basel III requirements. In addition,

interconnectedness of our banking system with global financial system and

corporate governance are also challenges which are impossible for a single

leader to effectively cope with. So, there is an urgent need for multiple

leadership positions within the bank especially at strategic, operational and

financial levels. Leadership development programme can enhance the

knowledge levels of current and future leaders, especially in the field of

corporate governance, leadership roles, strategic planning for growth, value

delivery and sustainable profitability.

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Dr. K. Sundar And P. Ashok Kumar (2012) conducted a study on

women employees in banks in Pondicherry Union Territory. It says that

women employees in India across the industry are distinct from their male

counterparts in that they have to additionally shoulder familial responsibilities

besides their career responsibilities. The jobs of banking sector are turning

more stressful on account of intense competition, unleashed by globalisation.

Despite job security, and strong welfare measures protection in private sector

banks, and opportunity for qualification upgradation by women employees, it

is the fear of transfer on promotion that keeps the womenfolk to continue to

languish in lower cadres. The plight of womenfolk in new generation banks is

no way brighter. Feminine traits no doubt help them far better than male

colleagues in certain aspects of delivery of banking service. Women employees

have become an interesting subject to be studied. The present study explores

aspects like factors preventing women employees from aspiring for higher

posts in banks, impact of family responsibilities of women employees on their

career decisions, organizational support for women employees, career

advancement problems, and the impact of work life of women employees on

home life.

Nutan Chauhan (2011), in his study Changing scenario of Leadership

in Insurance Sector: A critical Appraisal of LIC and Bajaj Alliance, attempts

to find relationship between Leadership style and Performance of Organisation

and the effectiveness of Leadership style on the overall development of

employees. On the basis of Weighted Average, Z test and Chi-square test, he

concludes that Leadership style followed in the organization significantly

affects performance of the organization in a positive manner.

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Asha Kaul and Jithesh Kumar K (2011) studied the impact of

feminine identity and soft influence tactics on leadership styles, specifically

task-oriented and participative. The results show that there is a significant

correlation between feminine identity and soft influence tactics which directly

impact the leadership styles of men and women. It says that these leadership

styles are not gender-specific, but defined by the identity of the leader and the

situational requirements.

Shilu, Viral. M (2011), in the study “Leadership Style of Dyeing and

Printing Industry of Jetpur City” throws light on the different leadership styles

being used by owners-managers of saree printing units in Jetpur city. Along

with that, emphasis is also laid on the influence of demographic factors such

as age, educational qualification, experience and family background on the

style of leadership being adopted by the leader. The main objective of this

study was to examine different leadership styles of owners-managers while

taking decisions concerning different areas of the business units.

Puja Khatri and Sumit Duggal (2011) attempted the study, Test of

Transactional and Transformational Leadership Behaviour of Salesmen on

Customer Relationship, Marketing Behaviour in Indian Banking Sector. Non-

Probabilistic sampling methods were used. A survey was conducted among 61

sales persons and their customers in the Indian banking sector, and the

regression analysis was performed to test hypotheses. Conclusion shows that

contingency reward system influence customer relationship up to a certain

extent while management by exceptions is not so appropriate for maintaining

the relationship with customer though it is showing correlation, while in the

case of transformational leadership, idealized influence behaviour of

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salespersons positively influences customer trust, individualized consideration

of salespersons, in turn, influences customer commitment, Intellectual

stimulation encourages creativity and changes earlier assumptions of customer

and Inspirational Motivation influences optimistic engagement of customers. It

was also found that the combined effect of all the constituents of

Transformational Leadership theories is positively related with customers’

relationship commitment.

Dr. Naveen Kumar and Dr. V. K. Gangal (2011) made a case study on

Customer satisfaction in New Generation Banks (HDFC Bank), which notes

down that the state of satisfaction will vary from person to person and

product/service to product/service. Moreover, it depends upon a number of

both psychological and physical variables. The study also reminds that with

the increase in the country's population and the increased demand for banking

services, speed, service quality and customer satisfaction are going to be the

key differentiators for each bank's future success. So, it is imperative for banks

to get useful feedback on their actual response time and customers’ service

quality perceptions of retail banking, which, in turn, will help them to take

positive steps to maintain a competitive edge.

Jayesh Pandey, Deepak Malkani, Shammak Banerjee (2010) opine

that what matters most in leadership development is the experience as a leader

rather than the innate capabilities or a sterling resume. They stress the point

that the ability to find meaning and strength in adversity distinguishes leaders

from non-leaders. Most leaders have learned at work and in life, yet

organisations rarely make most of that experience. Leveraging leadership

crucibles to transform talent can be a powerful approach to sustainable

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leadership development. It is practice during performance (on-the-job-

learning) that lends the greatest impetus to one’s development as a leader.

Conscious self-observation, experimentation and adaptation in the midst of

performance are the key ingredients to practice while performing.

M. S. Rao (2010), in his book ‘Spot Your leadership Style-Build Your

Leadership Brand’ explains various types of leadership styles. They are

autocratic, democratic, charismatic, strategic, visionary, empathetic, situational,

potential, innovative, versatile, principal centred, thought, authentic, diversity,

flexible, smart, quiet, servant, global, great, talent, change, knowledge,

Chanakyan/Machiavellian, entrepreneurial, tough, women, value-based leadership

styles. Moreover, he points out certain myths and truths in leadership. He also

explains leadership branding.

Pradeesh Kumar N and Prasad P. N. (2010) present a conceptual

paper on New generation banks and “E-S-S-C-A”- Environmentally

sustainable strategy for competitive advantage which defines the concept of a

new generation bank, and tells how they can be operated in a sustainable

manner not just witnessing profit, but witnessing existence on a long run for a

better tomorrow.

GRK Murty (2008), in his work ‘Transformational leadership-

Shakespeare’s Prescription’ notes down that transformational leaders devote

their energies towards moral ends and ignite the followers’ sense of higher

purpose to achieve organizational goals on a sustainable basis. They display

moral values, advance the cause of good standards of conduct for mankind and

through it impact the lives of their followers positively and achieve the

envisaged results. To ensure high performance from the follower, leaders must

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build their vision based on followers’ values because it has a stimulating and

unifying effect on the followers’ efforts.

Robert Mai and Alan Akerson (2007), in the book ‘The Leader as

communicator: Strategies and Tactics to Build Loyalty, Focus Effort and

Spark Creativity’, explain the communication roles for the leader like,

community builder, navigator, renewal champion. They also point out the

critical issues for leadership communication.

Sujoya Basu ( 2006), in ‘A Working Paper on Gender Stereotypes of

Women Managers in Indian Organizations’ explores managerial gender

stereotypes held by both sexes in Indian organizations by collecting data from

105 men managers and 93 women managers. While results for the male

sample differed from previous studies for the worse, results for the female

sample were positive. Women managers showed significantly increased

associations between middle-managerial success and women managers as

compared to the western context, about two decades ago.

Dr. Musimbi Kanyoro (Secretary General, World YWCA), in her speech

(2006), ‘Challenges to Women Leadership’ says that every woman has a potential

and power to be a leader. However, women often lack opportunities, skills

and resources for realizing their potential. They ensure that families function

well and have necessities for development. They resolve conflicts and find

solutions for issues in communities. Women throughout history have always

been making priorities, budgets, and action plans. Women have always been

pulling together to make something happen, but all of these have been

viewed as ordinary and domestic work, performed in the private sphere that

did not qualify for leadership, and much of women’s leadership over the

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centuries has been invisible. So, the first challenge is to make women

leadership visible. They possess certain qualities like shared leadership,

nurturance and doing good for others, which are essential to make a difference

in the world in which we live today. Indicators to success include certain other

qualities possessed by women like peace, commitment, friendship and

cooperation rather than competition to run a world without wars and greed.

Mrityunjay Kumar Srivastava (2003), in his book ‘Transformational

Leadership’, gives an overview of the transformational leadership and some

distinct personalities of transformational leadership.

Dr. B. Rathan Reddy (2000), in his book ‘Team development and

Leadership’, explains various aspects of Team-Building and Development. In

addition he describes the role of communication and motivation in a team. He

also explains some leadership theories, models and styles.

Andrew J. Dubrin (1998), in his book ‘Leadership-Research findings,

Practice and Skills’, explains with examples and exercises various aspects of

leadership.

Michael R Wiliams (1996), in his book ‘Mastering Leadership, Key

Techniques for Managing and Leading a Winning Team’, notes down certain

basic theories of leadership, role of leader as a mentor/coach, and decision-

making in leadership.

Dr. Shanthi Srinivas (1992) focuses on the role played by women

managers in the banking industry in India. The study provides a brief overview

of the status of Indian women and the progress they have made in Indian

society. Issues related to mentoring programs, and discrimination and barriers

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faced by women managers in their careers, are explored. The results of the

study indicate that factors such as determination, hardwork, patience and

tolerance are unique characteristics that women possess. They indicate that

women were better at interpersonal skills, motivating their subordinates and

using participative management techniques. One of the significant barriers to

career progress mentioned by married women is related to their dual

responsibilities of fulfilling their domestic as well as professional

responsibilities. The majority of the women felt that the transfer and promotion

policies of the banking industry created serious barriers to their advancement to

managerial jobs. In general, it was felt that the banking industry was more

conducive to women employees than other types of industries. This was due to

the favourable work hours, compensation packages and the prestige of bank

jobs.

A. Senthamilraja and Dr. P. Palanichami investigate the most preferred

leadership behaviours among the transformational and transactional leadership

styles and its impact on employees’ organizational commitment in BHEL.

Statistical tools like One-Way ANOVA, Correlation analysis and Regression

analysis were used to find out whether there was any significant difference in

the leadership styles based on the position and pay and also to find out the degree

of association between preferred leadership styles and organizational

commitment. The results of the study conclude that while the positional

identity of the respondents had some significant impact on leadership style

perception and organizational commitment, salary did not seem to make a

difference among the sample respondents.

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2.3 Foreign Studies

Mohammad Shahhosseini Abu Baud Silong and Ismi Arif Ismail

(2013) conducted a study on the relationship between Transactional and

Transformational Leadership styles, Emotional Intelligence and Job Performance

in the banking sector. The study claims that the significant relationships or the

positive influences of emotional intelligence on performance are numerous.

But there is little empirical evidence to support this. Emotional intelligence

was evaluated employing the Schutte emotional intelligence scale, while the

Bass and Avolve leadership styles scale was also adopted. Finally, job

performance was measured by immediate managers. The results showed that

emotional intelligence was positively correlated with emotion in job

performance. Surprisingly, it also appears that transformational leadership

style was correlated with job performance. Product Moment Correlation

and Multiple Regression Analysis were the tools used for Analysis. This

model suggests that job performance of the managers could be significantly

enhanced by improving the emotional intelligence skills, and transformational

leadership.

Anju G. S and J. K. Raju (2013) presented a paper on the theory and

concept of banking, leadership and organisational effectiveness, defined by

various authors. Leadership and organization effectiveness have shown

importance in private/public industries. But no research has been done in the

field of urban co-operative banks. It was also observed that researchers had not

addressed Organisational Hierarchy of Leadership styles and their influence on

Effectiveness. Leadership styles, models on organisational effectiveness have

been explored.

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Muhammad Jamshed Khan, Naeem Aslam and Muhammad Naveed

Riaz (2012) examine the role of transformational, transactional, and laissez-

faire leadership styles in predicting innovative work behaviour among bank

managers of Rawalpindi and Islamabad. Multifactor Leadership Questionnaire

(MLQ, Bass and Avolio, 1990) and Innovative Work Behaviour Scale (Butt.

2006) were used for data collection. Stepwise Regression Analysis was

applied to see the effect of leadership styles on innovative work behaviour.

The results showed that transformational and transactional leadership style

positively predicted innovative work behaviour whereas laissez-faire leadership

style negatively predicted it. The t test revealed women bank managers to have

more transformational leadership style and men to be more innovative. In the

case of bank sectors, public banks had more transformational leadership style

and private banks were more innovative.

Wageeh A Nafei, Egypt and Nile M. Khanfar (2012) investigate how

two important research streams, namely Leadership Styles (LS) and

Organizational Learning (OL), might be related in Saudi Banks. In other

words, LS and OL represent two rich lines of research: one is about how

people lead and the other is about how people learn. Specifically, this

contribution addresses two issues: (1) the evaluative attitudes of the employees

towards LS, and OL, and (2) the relationship between leadership style and

organizational learning. The finding reveals that there are differences among

the employees regarding their evaluative attitudes towards LS and OL. Also,

this study reveals that the aspects of LS have a significantly direct effect on OL.

Accordingly, the study provides a set of recommendations that include the need

for Transactional Leadership Styles (TALS) in general, and Transformational

Leadership Style (TFLS) in particular, in order to achieve the best response to

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the needs and wishes of the workers in Saudi banks, to increase their

contribution to the achievement of OL on the one hand, and raise the level of

their performance and enhance competitive advantage of these organizations

on the other hand.

Noorlaila, H. I and Yunus Siti Raibah Anuar (2012) made a study on

Trust as moderating effect between emotional intelligence and Transformational

Leadership styles, which examines the predictive organizational relationship

between emotional intelligence and transformational leadership styles of

managers in commercial banks in Shah Alam. It also determines the

moderating effect of trust of employees on their managers with the

relationship between the two constructs, as well as the trust in emotional

intelligence scores and the styles of manager’s transformational leadership.

The data were analyzed using descriptive and statistical tools. The results

indicated that there was also a significant positive relationship between several

emotional intelligence dimensions and transformational leadership styles of

managers. Then, employees’ trust in managers had only moderate scores in

Self-Emotional Appraisal and Inspirational Motivation. However, there is also

no support for moderating effect of trust on the relationship between the

emotional intelligence and the other three dimensions of transformational

leadership styles, such as Idealized Influence, Intellectual Stimulation and

Individualized Consideration.

Yasin Munir (2012) studies how effectively managers can influence the

employees to work with full motivation without being under pressure.

Different statistical tools were applied, like descriptive statistics and Pearson's

moment correlation to determine the effect of leadership style and leadership

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power on organizational stress, while, to check whether data is reliable,

Cronbach's alpha is computed. To test the relationship of leadership style,

leadership power and organizational stress, Linear Regression is analyzed

while Durbin Watson is applied to test the normality of data and nature of

correlation. This study helps managers to understand how to minimize

organizational stress by adopting an appropriate leadership style and properly

using the leadership powers granted to them.

Anwar and Ayesha Zahid Farooq (2012) conducted a study on the

effect of leadership styles on job outcomes: Mediating role of organizational

commitment (an empirical evidence from banking sector of Pakistan), explores

the relationship between leadership styles, employees’ job performance,

satisfaction and organizational commitment. Convenient sampling technique was

used for collecting data. The data was analysed by using correlation, regression

and mediated regression analyses. The results revealed that organizational

commitment do have the mediating effect on the relationship between

transformational leadership style and job outcomes. However, mediation did

not prove in the case of transactional leadership style which showed that

employees were not committed by transactional leadership style resultantly

affecting their job outcomes.

Muhammad Naveed Riaz and M. Anis-Ul-Haque (2012) examined

the role of transformational, transactional and laissez-faire styles on prediction

of rational, intuitive, dependent, avoidant and spontaneous decision-making

styles. MLQ and General decision making style questionnaire were used to

collect data concerning leadership and decision-making styles. A purposive

sample of 300 top, middle and lower level bank managers participated in

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the study. The tool used for analysis was Multiple Regression analysis.

Transformational leadership style positively predicted rational, and negatively

predicted dependent and avoidant decision-making styles. Transactional

leadership style positively predicted intuitive, dependent and avoidant style,

and negatively predicted rational style. Finally, leadership styles displayed no

effect on spontaneous decision-making style.

Alan Abitbol (2012) investigates the effects of task evaluation

knowledge and Leadership style on Employee attitude towards a task. It points

out that how an employee approaches a task depends upon the understanding

an employee has on how his or her supervisor may evaluate performance of

the task and the supervisor's leadership style. The results, based on ANOVA

testing and regression analysis, indicated that leadership styles significantly

influence all types of attitudes associated with a work task. It also revealed

that transformational leadership characteristic beliefs positively influence

attitudes toward the leader while transactional leadership characteristic beliefs

negatively influence attitudes towards a leader. Based on the results of this

study, it is recommended that, in an organizational management setting,

managers use a transformational leadership style if they hope to positively

influence an employee's attitude toward a task.

Olivia Nanayaa Glynis Jonah Eugene Arnolis De Silva (2012)

addresses the behaviour of business leaders during the economic crisis in

Britain during the period 2007-2010. The paper looks at the leadership traits,

skills and responsibilities which are ideal in dealing with crises, in particular,

economic crises, and investigates the best leadership styles and traits for best

practice in industry in dealing with economic crisis. A questionnaire was

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designed and distributed to individuals who have/had a part in various

organisations in making crucial decisions or witnessed firsthand decision

making during the recent economic crisis. In designing the questionnaire, the

majority of the answers were given based on a scale of one to ten, the Likert

Scale. The results of the research point to certain traits which successful crisis

leaders possess and also show the presence of transactional leadership mixed

with charismatic leadership during crisis.

Muhammad Naveed Iqbal and Sidra Rizvi (2012) conducted a study

on Construction, Development and Consequences of Job Satisfaction in the

banking sector of Pakistan. It investigated job satisfaction concepts by

considering job, satisfaction factors, leader/manager’s behaviour and effects of

job satisfaction in the form of organizational efficiency and individual

efficiency. It studies the construction, development and consequences of job

satisfaction. The data is collected from commercial banks in Pakistan through

a survey by using two different questionnaires, one for employees and one for

managers. It concludes that the job satisfaction factors and manager behaviour

are the inputs in the construction and development of employees’ job

satisfaction. Six factors: (promotion, pay, benefit, rewards, coworkers and job

responsibilities) and managerial style: (middle to the road managerial style)

form the most important basis to build the satisfaction level of the employees.

Satisfaction/dissatisfaction of an employee affects the organizational efficiency.

Managers can manage policies related to factors and design training accordingly

for the desired leadership behaviour according to employee preference.

Abdul Qayyum Chaudhry and Husnain Javed (2012) researched on

transactional, laissez-faire leadership styles and their impact on motivation in

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the banking sector of Pakistan, to identify which leadership style is good for

the employees to increase their motivation level in the organisation.

Descriptive and correlational study supported the analysis. The result of the

study was that the trasnsformational leadership has positive, strong and

significant association with commitment. But the motivational level in respect

of laissez-faire is low because of non-interference of management. Laissez-

faire also has positive relation but due to insignificant relation it indicates that

the laissez-faire style is not an important style that boosts the motivation level

of workers as compared to other leadership styles.

Mohammad Ali Dadash, Mohammad Ali Sharifi and Kobra Ezzat

Doost (2012) evaluate the affecting factors on the leadership style of managers

in the Agricultural jihad in Guilan. It reveals that the leadership style of

managers consists of affection factors in creativity, motivation, vocational

satisfaction and staff’s efficiency. So identification and evaluating the affecting

factors such as education, governmental service background and interest rate in

manager's job on their leadership style are very essential. The result obtained

from this research showed that there is significant relation between independent

variables and leadership style and affecting variables such as education,

service background and rate of interest in job respectively.

Sayyed Mohsen Allameh, Mohsen Shahriari and Hossein Mansoori

(2012) investigate Employee's Attitude Toward Organization, Organizational

Climate and Employee's Engagement as Antecedents of Organizational

Citizenship Behaviour. The structural equation modelling (SEM) and AMOS

graphic have been used as the tools of analysis. The results have shown that

employee's attitude toward organization, organizational climate and employee's

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engagement are antecedents of OCB. The managers who seek good soldiers in

their organization can improve citizenship behaviours by scattering positive

attitudes; providing good climate and engaging employees.

Anuradha Reddy (2011) tries to identify the impact of transformational

and transactional leadership styles on employee job performance and job

satisfaction in three different banks. A Multifactor Leadership questionnaire

(MLQ) was used for conducting the survey. The survey results indicated that

though transactional method of leadership still persists in a minor form, the

overall management should take into consideration transformational leadership.

There is no doubt that being able to inspire people, stimulate them to think

differently and pay attention to their needs are great ways for a leader to

behave. It is emphasized that if a leader has good content and integrity and can

present a case for change with enough enthusiasm to inspire people, there can

be better communication.

M. L. Voon, M. C. Lo, K. S. Ngui and N. B. Ayob (2011) show the

influence of leadership styles on employees’ job satisfaction in public sector

organizations. The study describes that Leadership is a process of influence

between leaders and subordinates, where a leader attempts to influence the

behaviour of subordinates to achieve the organizational goals. Organizational

success in achieving its goals and objectives depends on the leaders of the

organization and their leadership styles. By adopting the appropriate

leadership styles, leaders can affect employee job satisfaction, commitment

and productivity. Two hundred Malaysian executives working in public

sectors voluntarily participated in this study. Two types of leadership styles,

namely, transactional and transformational were found to have direct

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relationships with employees’ job satisfaction. The results show that

transformational leadership style has a stronger relationship with job satisfaction.

This implies that transformational leadership is deemed suitable for managing

government organizations.

Mojtaba Saeidinia, Mehrdad Salehi, Kamshad Behdarvandi Almasi,

Ali Farshid Nasab and Aminahmad Pourmirza (2011) focus the study on

motivational procedure in an organization, the dissimilar leadership styles that

an organization can activate under, and examine how these styles affect the

organizational commitment, and eventually the efficiency of an organization.

There are many measurements of guidance, management, and models which aspire

to assess the employees’ connectedness, or commitment to the organization.

Transformational leaders are those who guide followers in the direction of

established goals by clarifying role and task requirements. Transactional

leaders hold a view of their tasks as a transactional process whereby leaders

respond to subordinates' basic lower level and security needs.

Gregory W. Goussak, Roseman and Jon K. Webber. E (2011)

examine employee perceptions of managerial leadership styles in Las Vegas

casino-gaming operations in conjunction with revenue growth between 2000

and 2006. Participants in the current research study completed the Multifactor

Leadership Questionnaire Form 5X (MLQ) to express their perceptions about

the leadership styles of casino-gaming managers. The study revealed that Las

Vegas casino-gaming employee participants perceived their managers as

following a transactional rather than a transformational style of leadership. In

addition, revenue growth was not seen as a determining factor in how employees

viewed their managers’ leadership style.

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Mireku A. Micheal and Adade Portia (2011) investigate the relationship

between leadership style and skilled employees’ commitment. This research

identified the leadership styles in Ghana Oil Palm Development Company

Limited (G. O.P. D. C. Ltd) using the adapted Multifactor Leadership

Questionnaire, which was formulated from Bass and Avolio (1997), the Full

Range Leadership Development Theory and rated the employees’ commitment

using an adaptation of Meyer and Allen’s (1997) Three-Component Model of

employee commitment. Semi structured interview was also used to support the

study. There were transformational, transactional and laissez-faire leaders.

Their employee groups were identified with affective, normative and

continuance commitments respectively. This study suggests that leadership

behaviours play an important role in determining commitment within an

organization. In other words, leadership behaviours result in different levels of

commitment among skilled employees.

Gong Yiou and Ye Shaolin (2011), in their study on ‘Employee

Satisfaction Management on Job-related stress’ reveal that job-related stress

has negative effects on employee’s psychological and physical healthiness and

that this is a personal problem. In addition, organizational commitment (the

psychological bond that an employee has with an organization) is related

positively to employee satisfaction and negatively to job stress. High level of

employee satisfaction contributes to the development of the organization by

arousing employee commitment and organizational citizenship. In the case of

knowledge workers (teachers and researchers), they are required to do work

and reach certain results expected by the employer, called job demands

(Karasek, 1979) since they are employees of the organization. In addition, they

have high levels of education in different kinds; so, to some extent, they are

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more self-controlled and more likely to pursue freedom and autonomy in their

work (Horwitz et al, 2003; Kinnear and Sutherland, 2000; Carneiro, 2000;

Cartada and Woods, 2000). Autonomy in the workplace is represented as job

decision latitude, the involvement of the worker, according to Karasek (1979).

And these two, job demands and job decision latitude, are two factors related

to job-related stress. Middle level manager is the person who has the influence

on knowledge worker. Thus, the mechanism of job-related stress is the result

of interaction between knowledge worker and middle level manager as the

environment.

A. M. G. Marcella Hoogeboom (2011) examines Leader values, in

combination with follower perceptions and actual leader behaviour as

predictors of leader effectiveness. Leader, follower and expert surveys were held

in addition to video-filming. Self-enhancement leader values; Transformational

leadership style; and the Transactional behaviour “verifying” during regular

staff meetings, were found to be significantly related to leader effectiveness.

Waleed Alnaqbi (2011) brings into focus the extent to which human

resource management (HRM) practices and other factors such as job

satisfaction, organizational commitments and leadership practice and the

organizational culture in the UAE affect employee retention in public

organizations, in a comparative study of Sharjah and Dubai. Both quantitative

and qualitative research approaches were employed. Questionnaire, In-depth

interview and semi-structured interview were used for data collection. It also

used focus groups. The results show that aspects most likely affect job

satisfaction and the likelihood of retention are: (1) job security, (2) job

descriptions, and (3) job profiles. There is also emphasis on the need for

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decentralization and reduced hierarchy in the workplace, and of empowerment

and accountability in areas of work. In Dubai, employees show greater

satisfaction with their organizations’ leadership practices than do Sharjah

employees, who seem to have greater intent to leave than respondents in

Dubai. The results show that current workplace culture is not highly

satisfactory. The research finds that lack of empowerment and management

style (centralized leadership) are factors that influence the retention of

employees in UAE public organizations.

H. Rezaei and M. Safa (2011) investigate the effect of directive and

participative leadership styles on employees' role clarity, shared customer-

oriented values and employees' commitment to service quality (ECSQ), in the

banking industry in Iran. Data was collected from 87 Iranian banks and

questionnaires distributed among managers and employees, that have direct

contact with the customer. The survey asked managers about their leadership

styles, while frontline employees were asked about their shared values, role

clarity, and commitment to service quality. To analyse the data, structural

equation modelling (SEM) was used. The results showed that leadership style

of manager can influence employees' responses. Directive leadership has

negative effect on Shared values and ECSQ, and positive influence on

employees' role clarity. However, the results indicated that participative

leadership has directly influenced Shared values and ECSQ but this leadership

style did not influence Employees' role clarity.

Obiwuru Timothy, C A and Okwu, Andy T (2011) investigated the

effects of leadership style on organizational performance in small-scale

enterprises. Transformational and transactional leadership styles were considered

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in this study. Transformational leadership behaviours and performance/ outcomes

considered relevant in the study were charisma, inspirational motivation and

intellectual stimulation/individual consideration; and effectiveness, extra effort

and satisfaction, respectively. Transactional leadership bahaviours and

performance/outcome variables were constructive/ contingent reward and

corrective/management by exception; and effort, productivity and loyalty/

commitment, respectively. The study followed a survey design, and employed the

evaluative quantitative analysis method. The analysis was based on primary

data generated through a structured Multifactor Leadership Questionnaire

(MLQ) administered on respondents. Responses to research statements were

scaled and converted to quantitative data via code manual developed for the study,

to enable segmentation of the data responses into dependent and independent

variables based on leadership behaviours and associated performance variables.

OLS multiple regression models were specified, estimated and evaluated. The

result showed that while transactional leadership style had significant positive

effect on performance, transformational leadership style had positive but

insignificant effect on performance. The study concluded that transactional

leadership style was more appropriate in inducing performance in small-scale

enterprises than the transformational leadership style, and, therefore,

recommended transactional leadership style for the small enterprises with inbuilt

strategies for transition to transformational leadership style as the enterprises

developed, grew and matured.

Humayun Safar (2011) assesses the relationship of Blake and Mouton’s

leadership grid with the conflict resolution strategies of the leaders, like

accommodating, avoiding, compromising, competing and collaborating

(Bernardin and Alvares). The study was conducted among managers, senior

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managers and top executives. The results of the study show that a growing

number of executives in all the three categories perceived themselves to be

practising the team management style and the proportion of this was found to be

the highest in the category of top executives.

John Antonakis, Bruce J. Avolio and Nagaraj Sivasubramaniam

(2011), through their work, ‘Context and leadership: an examination of the

nine factor full-range leadership theory using the multifactor leadership

questionnaire’ examined the validity of the measurement model and factor

structure of Bass and Avolio’s Multifactor Leadership Questionnaire. The

hypothesis was that the psychometric properties of leadership instrument were

affected by the context in which leadership was observed and evaluated. The

same constructs were validly measured in the male and female groups. Mean

differences were found between the male and female samples on four

leadership factors. The nine-factor model was tested and it was found stable

within homogenous contexts. The contextual factors comprised environmental

risk, leader-follower gender, and leader hierarchical level.

Dr. Ali Hussein Alkahtani and Dr. Ismael Abu (2011) conducted a

study to investigate the influence of the Big Five Dimensions of personality of

the Malaysian Managers and the leadership styles these managers used on

their leading change capabilities. The results of this study revealed that the

Malaysian managers tended to enjoy personalities that are conscious and open

to experience. These managers tend to use consultative leadership style.

However, they use autocratic, democratic and some of them use laissez-faire

styles, but the respondents of this study scored higher in consultative

leadership style. The results of the study showed that Extroversion personality

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traits as well as involvement leadership style were positively related with

Leading Change. Both Openness to Experience and Emotional Stability were

significantly and positively correlated with Consultative Leadership Style that the

managers used. Involvement Leadership Style was found to be significantly and

positively correlated with Leading Change In conclusion, this study showed a

positively significant correlation between personality of managers, their

leadership styles and their leading change capabilities.

Crispen Chipunza, Michael O. Samuel and Tendai Mariri (2011)

investigated the relationship between different leadership styles and employee

motivation and commitment, after a merger in a retail bank operating in an

economically volatile environment. Data were collected from managers and

employees using three closed-ended questionnaires. The Multifactor

Leadership Questionnaire Form 5X was used to measure leadership styles and

the Organisational Commitment Questionnaire was used to measure

employees’ commitment. Employee Motivation Questionnaire developed from

Herzberg’s Two-Factor Theory and from the Job Design measured employees’

motivation. From measures of central tendency and correlation analyses,

results indicated weak but significantly positive relationship between different

leadership styles and employee motivation and commitment.

M. Suleman Sabir, Adil Sohail and Muhammad Asif Khan (2011)

presented a paper on how leadership style affects the organization commitment

of the employees, when the organization culture is reflecting the employee’s

values in the organization. It gives theoretical evidence to support the idea and

also gives a brief overview of transactional leadership and transformational

leadership. The results of the paper suggest that the leadership style is a strong

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dimension of organization commitment when organization culture of the

organization represents the employees’ values in the organization. Employees are

more satisfied if the organization will meet their expectations which are part of

that organization culture; so they are more committed to the organization.

Yootanat Boonyachai (2011) investigates the leadership styles of a

sample of hotel middle managers in Thailand. A number of leadership style

instruments, such as the DISC, are discussed and justification is given for the

appropriateness of the use of the MLQ (5X-Short Form), which denotes three

leadership styles, namely, Transformational Leadership Style, Transactional

Leadership Style and Laissez-Faire Leadership Style in this context. Each

manager utilises different techniques to control their staff to achieve

organisational goals. Therefore, this research focused on dominant leadership

styles and the levels of extra effort, effectiveness and satisfaction of three

leadership styles. The research used both a quantitative approach and a

qualitative approach (mixed method) to address the research questions. The

MLQ (5X-Short Form) was chosen for this research because it is a short and

comprehensive survey of 45 items. In-depth interviews with selected managers

also supported the survey. The results indicate that the dominant leadership

style of Thai hotel middle managers is a Hybrid Leadership style (one which

includes elements of both Transformational and Transactional Leadership

styles), followed by the Transactional Leadership style and then the Laissez-

Faire Leadership style. Males and females were both represented in the Hybrid

and Transactional Leadership styles. The Laissez-Faire Leadership style was

favoured more by female middle managers. Analyses of the qualitative

material indicated that Transactional Leaders have five behavioural

characteristics: they have individual development plans; they practise four

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main Buddhist principles; they offer reward systems; they set up social

activities for staff; they provide coaching for staff. Hybrid Leaders have six

behavioural characteristics: they offer English language programs; they

create a pleasurable environment; they set up activities; they offer reward

systems; they provide coaching for staff; they provide four main Buddhist

principles. Laissez-Faire Leaders have three behavioural characteristics: they

offer reward systems, they provide coaching for staff and they set up social

activities.

Ming-Ten Tsai, Chung-Lin Tsai and Yi-Chou Wang (2011) analyse

the impacts of the emotional intelligence and leadership style, self-efficacy,

and organizational commitment of employees in the banking industry in

Taiwan. The structural equation model is adopted to explore the relationship

between the research constructs. The study has found that a supervisor’s

emotional intelligence has a significant positive influence on his/her personal

leadership style, that a supervisor with a high emotional intelligence is able to

perform excellent leading skills to elevate the employees’ self-efficacy, which

results in a significant positive influence on organizational commitment.

David A. Matsa and Amalia R. Miller (2011) studied “A Female style

in Corporate Leadership? Evidence from Quotas”. In 2006, Norway imposed a

quota requiring that the boards of directors of public limited companies be

composed of at least 40 per cent female members. Governments across Europe

have since adopted or proposed similar rules. This paper examines the impact

of the Norwegian quota on the management style of affected firms by

comparing them to firms in other Scandinavian companies, public and private,

that were unaffected by the rule. Based on differences-in-differences and

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triple-difference models, it was found that firms affected by the quotas

undertook fewer workforce reductions than comparison firms, increasing

relative labour costs and employment levels and reducing short-term profits.

The results are consistent with changes in board composition affecting

corporate governance and strategy, and with prior research suggesting that

female managers may be more stakeholders or long-term oriented than their

male counterparts.

Musa Kiggwe, Muhammed Ngoma and Charles Omagor (2011)

establish the relationship between servant leadership and sales force

performance in commercial banks of Uganda. Factor analysis, correlation and

regression analysis were the tools used for analysis. The results reveal that

there is positive and significant relationship between servant leadership and

sales force commitment. Weak correlations were found for sales force

commitment and sales force performance and servant leadership and sales

performance. To improve performance of bank sales people, sales managers

should highly entrust their sales force with responsibilities that improve their

skills and further their careers to improve their overall performance.

Farhad Jahani and Azadeh Nikban (2011) surveyed the relationship

between managers′ leadership styles with organizational commitment of

Kerman Melat Bank staffs. In order to gather data, two questionnaires of

leadership style and organizational commitment of staffs were used. Analysis

of collected data was done by using Spearman Coefficient, Kendal, Mann-W

and Kruskal-Walis tests. Tables of frequency distributions and box charts were

also used. The results of the analysis show that Transformational leadership

style has more organizational commitment than interactive leadership style in

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staffs. There is relationship between managers' leadership style and emotional,

duty and continuous commitment of staffs.

Alexander Johannas Westerdin (2011) through his work, ‘‘Connecting

Leadership Styles Leadership in ‘The New Way of Working’ at ING Bank,

Netherlands’’, points out, in what way managers should adapt their leadership

style to positively affect the outcomes of the New Way of Working.

Difficulties with leadership due to the increase of the physical distance

between employees, and between the manager and employees, can be solved

based on trust in both directions. But the social cohesion will be reduced when

the distance between employees is increased, leading to a more individualized

focus of the employees instead of a focus on the team, which ultimately

reduces the engagement and the motivation of the employees. In addition to

the professional cohesion of the employees, knowledge sharing does not

happen spontaneously when employees do not see each other face to face on a

daily basis. So, the manager needs to consciously organize moments (for

instance every three months) for employees to share their professional

experiences and knowledge, to improve the social and professional cohesion in

the department.

N. H. Marmaya, M. Hitam, N. Muhamad Tourisman and B. KPD

Balakrishnan (2010) investigated the employees’ perceptions of the prevalent

leadership style among Malaysian managers and its impact on organizational

commitment. The results showed that leadership tended to be more

transformational than transactional. Evidence supporting a positive relation

between transformational and transactional leadership and organizational

commitment has been found.

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Fatemeh Hamidifar (2010) studied the Relationship between

Leadership Styles and Employee Job Satisfaction. Random sampling method

was used for distribution of questionnaire. The researcher found that the

dominant leadership styles were transformational and transactional and

employees were moderately satisfied with their job. The results show that

different leadership style factors will have different impacts on employee job

satisfaction components. Individualized consideration and laissez-faire are

strong predictors of all the job satisfaction factors.

Tanyu Zhang (2010) conducted a questionnaire survey on 439 sales

assistants in Sydney, to study the relationship between perceived Leadership

style and employee engagement-the moderating role of employee characteristics.

On the basis of the study he suggests that employee engagement is associated

with an employee perception of leadership style in his superior, negatively,

when classical or transactional style is used positively in the case of visionary

or organizational leadership.

Dr. Galanou Ekaterini (2010) investigated the impact of Leadership

Style on four variables of executive work force, namely, organizational

commitment, their job satisfaction, their communication and their managerial

effectiveness. The results reveal that the four leadership styles containing basic

characteristics, such as the type of branches, age, and educational level are inter-

related with communication, commitment, satisfaction, and effectiveness.

Khurram Shahzad (2010) investigates the effects of human resource

management practices (also termed as HR practices) and leadership styles on

organizational commitment and citizenship behaviours (critical determinants

of organizational effectiveness by Katz, 1964) among university teachers.

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These practices are very effective in retaining human capital. The results

reveal that both human resource practices and leadership styles positively

predicted organizational commitment of faculty members. However, they did

not predict citizenship behaviours. Regression results further revealed that HR

practices were more important than leadership styles in predicting

organizational commitment of valued human capital.

Jennifer J. Young (2010) examines whether the level of gender role

internalization influences female leadership style. A quantitative online survey

was developed that included Bass's Multifactor Leadership Questionnaire

(1985) and the Gender Role Socialization Scale (1999), developed at the

University of Toronto by Dr. Brenda Toner and her colleagues. One

hundred respondents were recruited from Financial Women International

(a professional business association of women) and Linkendln, an online

networking community for business professionals. Only respondents who were

female and in management positions in the United States qualified for the

study. The results indicate that there was no strong correlation between gender

role internalization and leadership style in females.

H S Sandhu and Kanwaldeep Kaur (2010) examine the relationship

between transformational leadership behaviour of Indian bank managers and

organizational commitment of their subordinates. Transformational leadership

behaviour inventory and organizational commitment scale were used for data

collection. The data were checked for reliability using Cronbach alpha, and

Exploratory Factor Analysis was performed to validate the factor structure of

the measuring instruments. The results of the hierarchical regression analysis

reveal that the transformational leadership behaviour of the superiors

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significantly augments the affective and normative organizational commitment

of their subordinates.

Isaac Baah (2010) has made a quantitative, descriptive and correlational

study to investigate whether a relationship exists between leadership styles and

service quality in Ghanaian banks. The participants completed the Multifactor

Leadership Questionnaire (MLQ) and the SERVQUAL. The MLQ was used to

assess the perceptions of employees on the dimensions of leadership. The

SERVQUAL explored the quality of service to customers. The study has

revealed no significant relationships between leadership styles and service

quality. In addition, the study indicates that employees do not perceive the

leadership of the bank as transformational. The study reveals further that,

although negative gaps exist in service quality, customers are satisfied with the

service of the bank.

A. Malallah (2010), in ‘Evaluating Leadership Development and

Practices-An Empirical Study of the Banking Sector in Kuwait’ finds that

cultural differences between employees and managers influence the managers'

leadership behaviours and their understanding of the type of leadership

development programmes to improve their cross-cultural leadership skills.

Managers with greater experience or knowledge of foreign cultures adopt

more flexible leadership practices when leading international teams. The

qualitative findings also determine that front office managers are more willing

to use participative leadership styles in leadership practices, while back office

managers rely on authoritarian leadership styles focusing on tasks in their

leadership practices, which indicates that the context influences leadership

styles and practice.

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Kawooya Nuhu (2010) studies the effect of Leadership styles on

Employee Performance in Kampala District Council. It shows that there is a

negative relationship between authoritative leadership and employee

performance including the efficiency in work, individual innovation and

creativity in Kampala City Council. It is also found that corporate leadership

does not influence employee performance. It is further noted that due to the

influx of policies in Kampala City Council, most councillors, mayors and

speakers do not practise corporate leadership because of the phobia of being

challenged by employees. It states that laissez-faire leadership positively

affects employee performance. It concludes that authoritative leadership

created dislike to work, and reduced the inherent motivation to work freely.

Further, laissez-faire leadership was mostly applied to lower departments that

had no formal work procedures of performance.

Joshua C. Laguerre (2010) investigates whether leadership can be

developed by applying leadership theories, through conducting a critical literature

review of the effectiveness of three theory-based leadership development

approaches drawn from academic literature: Fiedler’s Contingency Model, the

Transformational Leadership Theory, and the Authentic Leadership Theory. The

conclusion of the study indicates that leadership can be generated utilizing each of

the three theories; however, an overall framework for developing leadership has

yet to be created. A possible framework for developing leadership based on

transformational leadership and authentic leadership is offered.

Afnan Mohammad Amer (2009) tries to find out the bank manager’s

leadership style and its relationship with employees’ job satisfaction in the south

of West Bank. The results of the research highlighted a strong positive

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relationship between democratic leadership style and employees' job satisfaction,

a slightly weak positive relationship between autocratic leadership style and

employees' job satisfaction, a strong negative relationship between the leadership

style and employees' job satisfaction, and a strong negative relationship between

the laissez faire leadership style and job satisfaction.

Syed Kashif Ejaz, Syed Atif Ejaz, Dr. Kashif Ur Rehman and

Arshad Zaheer (2009) evaluate the effective Leadership Qualities of Managers

in the Day-to-Day Work of the Banking Sector in Pakistan. Questionnaires and

interviews were used to collect data. This study reveals that effective leadership

qualities are the most critical differential factor in generating revenues for

banks, in retaining and motivating employees and satisfying customers through

high quality service standards, thereby nurturing an effective and efficient day-

to-day working environment. This result also emphasises that the managers

should focus more not only towards the tasks but also towards the people. It also

indicates that some of the leadership dimensions vary with respect to gender,

experience, qualification and designation of managers.

Chris Booth and Michael Segon (2009), in their paper, ‘Leadership and

Management Development-An Action Research Project’, discuss the nature of

contemporary action research approaches to developing practice and consider

how this methodology has been applied to a recent education research project

on a tertiary award program. The program was initiated using a co-operative

inquiry approach to leadership and management practice development under

an action research methodology (Heron 1996, Heron & Reason, 2001). A

group of 25 program participants used reflection towards research and

understanding of their current practice and action towards trialling new

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concepts, tools and techniques discovered and learned during the program to

develop their practice. The paper discusses the use of co-operative inquiry and

action research processes as well as the outcomes from the program.

Reza Gharoie Ahangar (2009) presents a paper on ‘Building managers

as transformational leaders in public sector banks’. It says that the human

capital, in terms of effective leadership and committed employees, is the

major driver of growth. By financial sector reforms, bureaucratic controls

were removed, encouragement was given to private and foreign investment,

and Iranian banking system was integrated with the global economy. Now

the great challenge to leadership in public sector banks is the entry of new

private banks and foreign banks. The study examines the leadership styles of

Regional Heads of public sector banks of Iran and also establishes its

relationship to extra efforts which their subordinates are willing to put in,

effectiveness of the leader and the degree of satisfaction with the perceived

leadership style.

Chris Booth and Michael Segon (2009) present a paper on Leadership and

Management Practice Development Model, which considers the impact of a

University tertiary award program aimed at developing leadership and

management practice. Data from the interviews were analysed using research

methodological processes advised by Miles and Huberman in terms of data

reduction and analysis, and verification and conclusion. A final product

presented in this research paper is a leadership and management learning and

development model, based on attributes of practice drawn from thematic

matrices developed from the coded interview data. The major contribution of

the model is the connection of theoretical frames of leadership and management

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as well as learning to underpin attributes of effective leadership and management

practice.

Deborah Cole (2009) studies the relationship between Leadership Style

and Bank Performance among Minority-Owned Depository Institutions. The

purpose of this quantitative research study utilizing Multi-factor Leadership

Questionnaire (MLQ) 5x Short Form was to measure leadership traits. Return

on Assets (ROA), a commonly used measurement of bank performance, was

used to measure performance. The correlation between the traits of

transformational and transactional leadership styles and ROA cannot be ruled

out.

Gabriel Okenwa (2009) has conducted a study on leadership, strategy

and performance in the banking industry of emerging economies, e.g. the

Nigeria experience. It used a correlational and casual comparative method to

examine how leadership behaviours or strategies contribute to organizational

performance in Nigeria’s banking industry. Using MLQ transformational

leadership behaviours, especially intellectual stimulation were positively

correlated to organizational performance where MBE was negatively correlated.

Senior management showed more MBE (passive) behaviour and less

inspirational motivation, individualized consideration and contingent reward

behaviour than either middle or lower management. Through training, managers

may understand how to develop more effective leadership behaviours.

Thomas M Bennet (2009) examines the transformational, transactional

and passive/avoidant leadership styles and how they are perceived by

subordinates in predicting subordinates’ extra effort, manager effectiveness

and satisfaction with management. Multiple Regression was the tool used for

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analysis. It was found that transformational and passive/avoidant, but not

transactional, leadership was able to predict extra effort. Transformational,

Transactional and Passive/avoidant leaderships were able to predict management

effectiveness. Transformational and transactional leadership were able to predict

subordinates’ satisfaction with their leaders. Leaderships are measured by the

effect they have on the followers whereas tipping point leadership is measured

by the extent and alacrity with which a leader imposes transformational

organisational change. Another fundamental difference is that tipping point

leaders do not need to be endowed with the unique character traits of charismatic

and transformational leaders.

Mili Banerjee (2009) explores whether a particular Grid leadership style

could lead to the overt and dominant use of special power bases. Some of the

propositions of the study indicate that leaders with a certain Grid style do have

a tendency to use a particular power base at a certain level, compared to other

Grid leaders. It is seen that authority-compliance leaders, middle-of-the-road

and team leaders have a high use of coercive and legitimate power. At the

same time, Authority-compliance leaders exercise their moderate use of

reward, referent and expert power as reported by their subordinates, which

appears contradictory to the notion of authority-compliance leaders who are by

definition expected to be low in their concern for people. For team leaders, the

mean use of both legitimate and expert power was the highest when compared

to authority-compliance and middle-of-the-road leaders and the difference in

means was also significant. However, team leaders were high in their use of all

the power sources. On the whole, in analyzing the types of power used by a

particular Grid leader, it is evident that irrespective of leadership style, the use

of coercive and legitimate power is high.

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Robert Graham Judson (2009), has made a study on the effects of

Leadership style and organizational culture on organizational performance.

Performance was assessed in both financial terms against industry norms and in

non-financial terms against specific organisation performance indicators. For data

collection, questionnaires, one-to-one interviews, focus groups and observation

were used. A case study approach was adopted, and it sought a correlation

between different combinations of the variables and different levels of

performance. The analysis of the data collected indicated that there is an

industry-specific organisational culture in the selected sector and that it acts as a

constant and not a variable, and that organisational performance is directly

related to the leadership style sequence. The findings of the study indicate that the

relationship between the leadership style sequence and organisational

performance is a function of two imperatives. Firstly, for the highest level of

performance, the leader needs to have a preferred dominant style which has the

maximum concern for task. Secondly, the leader needs to maintain this

maximum concern for task as he changes style when the dominant or preferred

style fails to get the required result. The study identified that organisational

performance is directly related to the leadership style sequence suggested by

Blake and Mouton.

Dr. Mahmood A Bodla and Ghulam Hussain (2009), in their study on

the Proceedings 2nd CBRC, Lahore, Pakistan, on gender differences and

leadership: an empirical evidence, reveal the Gender diversity at workplace

with respect to leadership practices and need for leadership among followers.

This study aims at exploring the difference in opinion of both male and female

subordinates about their leaders’ leadership characteristics. Secondly, it aims

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at determining the extent to which male and female employees differ in their

need for leadership in the banking sector of Pakistan.

Pulapa Subba Rao, Ponnusamy Manohar and Albert C. Mellam

(2008) researched on the topic, ‘Leadership styles and their contribution to

performance and satisfaction of leaders and followers in state-owned and private

enterprises in Geneva. The appropriate style of the leaders contributes to

enhancement of performance and satisfaction of leaders as well as followers in

an organization. In addition, participative leadership style contributes to

optimum use of employees’ ideas and knowledge, developmental leadership

style contributes to the human resource development of subordinates and

transformational leadership style exploits the subordinates’ potentialities, while

autocratic leadership style fails to use the ideas and skills of the subordinates.

However, it contributes to fast decision-making and implementation of the

decisions and is appropriate for routine and less important issues. This paper

analyses the leadership styles of managers in a selection of state-owned

enterprises (SOEs) and private enterprises (PEs) in Geneva using solicited

responses from selected managers of different categories at different levels. It

also deals with the association among leadership styles of managers,

performance and satisfaction of leaders as well as followers. It is found that

the level of performance of followers and satisfaction levels of followers and

leaders are of a higher order in PEs compared to those of SOEs due to

assuming appropriate leadership styles. The study offers suggestions for

assuming appropriate leadership styles in view of the challenges of the global

business environment. Statistical analytical tools like ‘t’ test, Co- efficient of

correlation and other descriptive statistics scores have been used to quantify

qualitative variables of the leadership style and performance and satisfaction.

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Fusun Cinar Altintas and Murat Hakan Altintas (2008) investigate how

the perceived feminist/womanist identities of female managers in Turkey

affect their leadership styles. Three main constructs were used to measure the

relationship between feminist and womanist identity and leadership styles:

Womanist identity attitude scale, feminist identity composite scale and

GLOBE leadership scale. Data were collected by web-based survey from the

102 female managers of large-scale private sector companies in Turkey. The

results were analyzed by regression analysis. The results show that the

feminist/womanist approaches held by women influence a variety of leadership

styles. While feminist approaches are inspiring and effective in team-work,

womanist approaches affect collaborative, participative and visionary leadership

styles.

Stephnie Schnurr (2008), in his article, “Surviving in a Man’s world

with a sense of humour: An analysis of women Leader’s use of humour at

work”, aims at exploring some of the ways in which women leaders make use of

this particularly versatile discursive strategy in order to enhance their leadership

performance while also resolving the challenges of being the ‘odd girls out’ in a

predominantly masculine work environment. Pursuing a discourse-analytical

approach, this article illustrates that women leaders skillfully employ humour to

portray themselves as effective leaders while at the same time negotiating and

performing their gender identities in a masculine domain.

Joharimat (2008) studied the influence of Leadership Style on

International marketing in Retailing. On the basis of the study, he suggests that

achievement oriented and participating styles have a positive effect, and

directive style has a negative effect on job satisfaction.

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Debasis Bhatacharya (2008) researched on Leadership styles and

information security in small businesses. The findings of this research study

disclose a statistically significant relationship between transactional leadership

styles and several information security problems like insider access abuse, data

integrity, outsider access abuse, data secrecy, data availability, data theft, data

sabotage, user errors, natural disasters, and fraud. The study also highlights the

need to complement the benefits of transformational and transactional

leadership styles with effective policies and updated technologies that mitigate

information security problems. Small businesses cannot rely only on basic

technologies such as anti-virus software, firewalls, and power surge protectors

to protect against cybercrime. The research is socially significant in its finding

that leadership styles are statistically significant when it comes to mitigating

information security issues and concerns within small businesses. Small

business leaders are preoccupied with everyday business issues and concerns

and often display a lack of concern towards information security problems

(Gupta & Hammond, 2005). A lack of concern usually results in delayed or

incorrectly implemented security measures, which increases vulnerability to

cybercrime (Andress, 2003; DeZulueta, 2004). An optimal combination of

leadership styles, security policies and technology will enable small business

leaders to mitigate information.

Eric Van (2008) investigates the relationship between the leadership

competencies, Emotional intelligence and Leadership styles of Russian

managers working in domestic and foreign MNCs. The researcher has

employed the Leadership Dimensions Questionnaire (LDQ) as the standardized

measurement instrument for conducting this study. The LDQ assesses managers

based on 15 dimensions, representing cognitive (IQ), Emotional Intelligence

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(EQ), and managerial competencies (MQ), generating a leadership style profile

based on the respondents’ scores. The major findings of this research include:

the identification of a clear leadership style preference by the Russian manager

sample that is participative in nature, statistically significant differences between

the Russian and UK samples and distinctive differences in the competencies

required for senior versus junior managers in terms of communication.

Linnéa Larsson Peter Storhannus (2008) researched on the topic,

‘Understanding leadership in successful Non-profit organizations: a case-study

of IKSU’. The situational leadership model constructed by Hersey and

Blanchard (1981) was used to analyze and understand the leadership styles and

the four cornerstones of leadership by Ekstam (2002) used to construct the

interview guide and to analyze the leaders’ roles in the organization. The

results have shown that leadership styles at IKSU are supporting and coaching

and that the leaders perform the roles as developers and team-builders. We

conclude that the use of high supportive behaviour might be due to the fact

that they have such close relationships between leaders and subordinates.

Another reason to use high relationship leadership style is that there exist no

clear goals within the organization. They let the employees be part of the

decision-making processes and they take care of the employees’ skills and

knowledge rather than doing everything themselves. Further, they lead the

employees through the constantly changing organization and understand that

the organization has to develop since the profits have to be reinvested, which

will lead to further development of the organization.

Ratana Totrakarntrakul and Jessica Sze Lang Yan (2008) made a

case study on Leadership influencing organizational creativity-the case of

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IKEA. It studies what kind of organizational structure, leadership style, culture

and working environment would have positive influence on employees’

creativity at work, how those working qualities help employees to increase

their capability on creativity and also the constraints of those working

environments on employees’ creativity. It concludes that five major sorts of

working environment, namely, Flat organisation structure, Team learning,

Mutual trust, Various environments and Intrinsic motivation are beneficial to

the utilization of employees’ creativity. The characteristics of leadership style

that can facilitate employees’ creativity are empowerment leadership, adaptive

leadership, diversified knowledge, good listening, good internal communication,

supportive leadership, trust and openness of leader.

Linda Lindgren and Sanna Paulsson (2008) have researched on

Retention-An explanatory study of Swedish employees regarding Leadership

styles, remuneration and elements towards job satisfaction. Companies today

are forced to function in a world full of change and complexity, and it is

more important to have the right employees at the right position, in order to

survive the surrounding competition. It is a fact that a too high turnover rate

affects companies in a negative way and retention strategies should therefore

be high on the agenda. The research reveals that leadership, remuneration

and elements like participation, feedback, autonomy, fairness, responsibility,

development and work-atmosphere are important for job satisfaction and

retention.

George Comodromos (2008) has studied ‘Tipping Point Leadership and

Its Relationship to Transformational and Charismatic Leadership’. Tipping

point leadership is proposed by Kim and Mauborgne to facilitate the execution

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of their Blue Ocean strategy; it also shares many of the characteristics of

transformational and charismatic leaderships. All three leadership styles share the

contextual predilection for dramatic and radical change and the extraordinary

behavioural qualities of their leaders. Transformational and charismatic

leaderships are measured by the effect they have on followers whereas tipping

point leadership is measured by the extent and alacrity with which a leader

imposes transformational organisational change. Another fundamental difference

is that tipping point leaders do not need to be endowed with the unique

character traits of charismatic and transformational leaders.

Nazatul Shima Abdul Rani, Fatimah Pa’wan, Normaziah Che Musa

and Misyer Mohamed Tajudin (2008) investigate the ‘Malaysian Employees’

Preference of Their Managers’ Leadership Style’. Hence, this study has been

conducted to identify whether the charismatic leaders are well preferred by the

Malaysian employees. Surprisingly, most Malaysian employees preferred to

have charismatic managers to lead the organization. Most of them agreed that

the managers should be able to make them feel special, feel established in the

organization, feel empowered, and that the leader should be extraordinary and

tangible in the workplace.

Ainura Kadyrkulova (2008), in his work, ‘Female and Gender Leadership’

explains that leadership is a male-dominated one, though females have some

advantages and disadvantages. He tries to find out answers to many questions

like, how they use styles of leaders, what they do in order to be effective, and

how they work with their followers of different genders, what are the main

features of leaders they hold, how they make improvements, and what they do

for professional increase, etc. Today, both women and men are trying to be

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equivalent in many ways of daily life; however, in work they are keeping the

style of leadership according to the job occupation.

Raemah Abdullah Hashim and Rosli Mahmood (2007) discuss the

relationship between transformational leadership style and the commitment to

service quality among academic staffs in six selected public and private

Malaysian Universities. It has been argued that excellent service quality

performance is one of the key factors in building a niche and having a

competitive edge that seperates one from its competitors, nationally and

globally. The results revealed significant relationship between transformational

leadership style and commitment to service quality among academic staffs at the

Malaysian Universities. This study implies to the policy makers and academic/

leaders at the universities that they can focus in developing their academic staff,

by tapping their potentials, inspiring them by promoting collaboration,

motivating and reinforcing positive attitudes towards commitment to service

quality.

Michael Segon and Christopher Booth (2007) have conducted a study

on the ‘Concept of Ethical Leadership in Organisations’. The content of this

paper is that ethical leadership practices are a foundation stone for developing

sound leadership practices aimed at building enduring organizations and

businesses. The paper explains the concepts of contemporary leadership

practice, the nature of ethical leadership, the nature and stages of development

of ethical decision making – the prime arena of ethical leadership within the

organisational context, and, finally, the paper outlines the principles that

support ethical leadership.

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Syeda Qudsia Batool and M. A. Sajid (2007) have presented a paper

on the ‘Role of Women in Decision-Making: A Case of AJ and K’. It describes

the nature and type of decisions taken by women at domestic level both in

rural and urban areas of AJ and K and identify how married women’s position

within the household influences their power and autonomy. The analysis is

done by getting primary data and information gathered through questionnaire,

Group discussion and observation in the form of condition situation and

behaviour of women in four districts of AJ and K. The results indicate that men

play the dominant role in decisions regarding the marriages of children, and

sale and purchase of livestock. Women with greater freedom to go outside are

empowered. The study indicates that both urban and rural women in AJ and K

have not much difference in decision-making at the household level. The

wife’s position in the family is measured by the time she has been married,

number of children, etc. The study indicates that women’s decision-making

power at the household level plays an important role in achieving gender

balance. There are some social and cultural factors that forbid women to make

decisions independently.

Maria De La O Lallena Carmona and Maria De Los Ángeles López

Olias (2007) investigate how the possible differences between male and female

leadership styles contribute to the low number of female managers in top

positions in Spanish companies. This paper investigates the barriers that

women have to overcome in order to achieve the senior positions, as well as,

the identification of the traditional leadership style with the masculine

stereotype. They find a new organizational culture having the values that

belong to the feminine stereotype (group orientation, emotion, co-operation,

etc). Therefore, the success leadership is no longer linked to the masculine

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stereotype. The practical method involves the development of semi-structure

interviews for men and women in top managerial positions in order to analyse

if both men and women follow their gender stereotypes, and therefore, they have

different leadership styles according to gender. Due to this fact, companies should

adapt the idea of a pluricultural style in order to get organizational culture more

flexible.

George Uzoma Kingsley Chima (2007) evaluates the ‘Organisational

Leadership Strategies in Indigenous Companies in a Developing Economy’.

Strategic Leadership is a process which allows the management to be proactive

rather than reactive in shaping its own future. A focused organizational leader

provides and establishes visionary leadership in his organization. A good

organizational leader develops a proactive approach to strategic management,

whereby management, rather than just identifying and responding to change

(reactive), anticipates or even creates the change. This study tries to find out

leadership strategies adopted by organizational leaders in indigenous companies

in developing nations, the predominant strategies, the environmental constraint

(s) that influence the adoption of these strategies, the efficiency of these

strategies to achieve organizational objectives, alternatives or modifications to

improve organizational effectiveness, organizational environmental differences

between Nigeria and other countries, the keys to leadership, the most

important ingredients for leadership, the ultimate test for leadership and the

indispensable qualities of leadership.

Mongezi Hutton Nyengane (2007) investigates the relationship

between leadership styles and different types of organisational commitment in

Eskom Eastern Region. The Multifactor Leadership Questionnaire, formulated

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from Bass and Avolio’s (1997) Full Range Leadership Development Theory,

was used to determine leadership style within the organisation. Employee

commitment was captured using Bagraim’s (2004) Organisational Commitment,

a South African adaptation of Meyer and Allen’s (1997) Three-Component

Model of employee commitment. Leadership was identified as the independent

variable and organisational commitment as the dependent variable. A Two-

tailed correlation analysis showed that although the relationship was not strong,

there was a positive relationship between the transformational leadership

behaviours and commitment (affective commitment, continuance commitment

and normative commitment). The correlation analysis also indicates a weak, but

significant, positive relationship between transactional leadership behaviours

and continuance commitment. However, no statistically significant correlation

was found between transactional leadership behaviours and affective/normative

commitment. The correlation results showed a weak, but significant, negative

correlation between laissez-faire leadership behaviours and affective/

normative/continuous commitment. The overall findings from this study

suggest that transformational and transactional leadership behaviours do play

important roles in determining levels of affective commitment, continuance

commitment and normative commitment.

Elin Hess, Marcus Gustafsson and Peter Timén (2007) have done a

case study on Leadership at different levels. The purpose of this thesis is to

evaluate if any differences and/or similarities in leadership can be found between

or within the hierarchical levels. It could be argued that the top management

should show the highest degree of transformational leadership, and low

management the least, due to their positions and work tasks. The result of the

analysis supported that theory to a large extent. However, lower management

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showed a significantly higher degree of transformational leadership than middle

management.

Oyetunji (2006) emphasizes the relationship between leadership style

and school climate in Botswana secondary schools. The study reveals that the

type of the climate that exists in schools is related to the head teachers’

leadership style. It emerges that organizational climate varies in schools and

that the participating leadership style promotes an open organizational climate.

Therefore, it is the responsibility of the head teacher to create and sustain a

suitable climate which can promote pupils’ positive behaviour, teachers’

commitment to pupils, colleagues and school. Furthermore, it was mentioned

that head teachers’ limited knowledge on leadership skills and styles is a major

factor contributing to disengaged teacher behaviour, pupils’ lack of focus and

the existence of unhealthy climate in many of the schools.

Hanadi Abdulallah Al-Hamli (2006) attempts to examine the relationship

between customer satisfaction and leadership styles in Kuwaiti banks. The data

were collected through structured interviews and questionnaires from customers

and employees of Kuwaiti banks, and were analyzed by using two statistical

scales of measurement. One scale was used to measure customer satisfaction,

and the other while the other to measure leadership styles and job satisfaction.

The results indicated that the sample customers expressed relatively high

satisfaction. However, customer satisfaction differs from one bank to another,

according to customer demographics.

Joseph H. Boyett (2006) observes in his work, ‘The proof that

transformational Leadership works’ provide that effective leaders engage in

five specific behaviours like Idealized Influence, Inspirational Motivation,

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Individualized Consideration, Intellectual Stimulation and Contingent reward. He

cites several examples for how transformational leadership works. They reveal

that those managers who adopted a transformational leadership style performed

significantly better on net profit, controllable costs, general communication,

organization efficiency, innovation; obtained higher subordinate commitment and

performance; rated by their subordinates as being more effective than other

managers in meeting subordinates, unit and organizational needs, making the

subordinates more creative.

Charbel Sami Mounzer (2006) has conducted a study on the Leadership

styles in the Lebanese Banks to perceive the degree of dependency between

Leadership and the bank’s financial success. The descriptive analysis of the

primary data formed a preliminary idea of the dominant leadership style in

each bank, while the linear regression analysis model showed the relationship

between leadership style and the enhancement of the financial standing of the

banks.

Louis Carter, David Ulrich, Marshall Goldsmith and John Wiley and

Sons (2005), in the book, “Best Practices in Leadership Development and

Organisation change. How the Best Companies Ensure Meaningful Change and

Sustainable Leadership?” provide all of the most current and necessary elements

and practical “how-to” advice on how to implement a best practice change or

leadership development initiative within the organization. It serves as a

learning ground for organizations and social systems of all sizes and types to

begin reducing resistance to change and development through more employee

and customer-centred programs that emphasize consensus building; self-group,

organizational, and one-on-one awareness and effective communication; clear

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connections to overall business objectives; and quantifiable business results. As

best organizational champions, they share many attributes, including openness

to learning and collaboration, humility, innovation and creativity, integrity, a

high regard for people’s needs and perspectives, and a passion for change.

Raed Awamleh (2005) examines the effects of both transformational and

transactional leadership styles of bank managers' /supervisors on employees'

satisfaction. Data were collected from employees working in Jordanian banks. A

multiple regression analysis indicated that transformational leadership style,

transactional leadership style, and self-efficacy were all related to job

satisfaction. On the other hand, self-efficacy, Romance of Leadership (RLS),

and self-esteem were related to self-perceived performance. Furthermore, a

MANCOVA analysis indicated significant effects of self-efficacy. RLS, and

self-esteem as covariates. The results showed that to elicit higher levels of

satisfaction among bank employees, managers/supervisors need to demonstrate

transformational and transactional attributes.

Sabine C. Koch, Rebecca Luft and Lenelis Kruse (2005) in the paper,

‘Women and leadership – 20 years later: a semantic connotation study’,

investigate the semantic connotations of the concepts woman, man, leadership,

manager and businesswoman (N = 101) on 25-item semantic differentials. The

study was a replication of Kruse and Winter mantel (1986), who had found

that the concepts of man, leadership and manager formed one cluster, whereas

businesswoman and woman each remained separate. The authors concluded

that leadership was still male. They were interested in the changes in the

semantic connotations of those concepts over the last 20 years. In addition to

the influence of the participants’ sex, they were also interested in how

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professionals differed from students in their representations of these concepts.

The results suggest that (a) clusters have changed, with manager, leadership

and businesswoman now forming the main cluster, and (b) influence of

professional status was more pronounced than the influence of participants’

sex. The observed changes in concepts lead us to the carefully optimistic

statement that societal gender roles seem to be changing in the direction of

more representational and also more factual gender equality.

Muhammed Iqbal (2005) researched on ‘A Comparative study of

Organisational structure, Leadership styles and physical facilities of Public and

Private secondary schools in Punjab and their effect on school effectiveness’ from

a sample of 280 secondary schools in Punjab. He concludes that Task-oriented or

Authoritative Leadership styles of Public and Private higher secondary schools

have a significant effect on school effectiveness as compared to people-

oriented and democratic style.

Dale P. Kapla (2005) examines the variables that influence the leadership

styles of Wisconsin police chiefs and enquires how those variables affect

organizational decision-making, the type and extent of community policing

policies, and choice of in-service training. Principal-agent theory is used to

model these influences, providing further application of agency theory to local

bureaucracies. In addition to external and internal factors, this study includes

individual factors as a dynamic affecting leadership style, decision-making, and

policy choices of local police chiefs. Four leadership styles are identified:

Machiavellian, Bureaucratic, Transformational and Social Contract. Multinomial

logit models estimate the effects of external and internal agency-level factors,

including a chief’s individual characteristics. The results indicate that the

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majority of police chiefs in Wisconsin utilize a combination of the four

leadership styles, creating a fifth, Mixed style. Additionally, individual

characteristics are shown to significantly affect leadership style, organizational

decision-making, choice of community policing, and in-service training

policies.

A Gregory Stone and Kathleen Patterson (2005) in their research

paper, ‘The History of Leadership Focus’ examine how leader focus has

changed over time, the nuances of leader focus as captured in the progression

of leadership theory. They say that early organisations with authoritarian

leaders, who believed employees were intrinsically lazy, transitioned to make

the work environments more conducive to increased productivity rates. Today,

organisations are transforming into places where people are empowered,

encouraged and supported in their personal and professional growth throughout

their careers.

Billy C Sichone And Mongu Zambia (2004) give notes on “The rare

jewel of Effective Leadership-A Guide for potential and established dynamic

Leaders”. It deals with a general overview of leadership, effective leadership,

the nature and marks of an effective leader, how to develop leadership, the

results of good leadership, and some personal views about leadership.

Peter Lok (2004) examines the effects of organisational culture and

leadership styles on job satisfaction and organisational commitment in samples

of Hong Kong and Australian managers. Statistically significant differences

between the two samples were found for measures of innovative and supportive

organizational cultures, job satisfaction and organizational commitment, with

the Australian sample with higher mean scores on all these variables. However,

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differences between the two samples for job satisfaction and commitment were

removed after statistically controlling for organizational culture, leadership and

respondents' demographic characteristics. For the combined samples, innovative

and supportive cultures, and a consideration leadership style, had positive

effects on both job satisfaction and commitment. Also, an "initiating Structure"

leadership style had a negative effect on job satisfaction for the combined

sample. The participants' level of education was found to have a slight negative

effect on satisfaction, and a slight positive effect on commitment.

Dereli Mahce (2003) has conducted a survey research on Leadership

styles of Elementary School Principals in Turkey as perceived by principals

themselves and teachers. The questionnaire has two parallel forms, one for the

principals to rate themselves and another in which teachers can rate the

principals. The principals rated themselves the highest on the human resource

frame. In addition to this, the majority of the principals considered themselves

as being effective leaders and managers. As to teacher ratings of the principals

in relation to leadership frames, the principals were rated the highest on the

human resource frame. Moreover, the majority of the teachers were found to

think that the principals that they worked with were effective managers and

leaders.

Cheryl Mester, Delene Visser, Gert Roodt and Rita Kellerman (2003)

conducted a study to find out the relationships between leadership style and

organisational commitment, job satisfaction, job involvement and organisational

citizenship behaviour and to examine whether these relationships were stronger

for transformational than for transactional leaders. The results of a canonical

correlation analysis indicated that most prominent relationship existed

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between transactional leadership and affective commitment. Furthermore,

transformational and transactional leadership did not correlate significantly

with the constructs of job involvement and job satisfaction.

Bolden. R, Gosling. J, Marturano. A and Dennison. P ( 2003) present

a review of leadership theory and competency frameworks, which was

commissioned to assist the development of the new National Occupational

Standards in Management and leadership. The report begins with a review of

leadership theories including transactional and transformational leadership and

ends with the notion of “dispersed leadership” and a distinction between the

process of leadership and the socially constructed role of leader. It also

presents a range of leadership and management frameworks currently being

used in organisations including the qualities required for people in leadership

positions that can also help the leadership development process. It also gives

an indication of how different techniques can be used to develop leadership

capability within individuals and organisations. It leads to a particularly

individualistic notion of leadership and a relatively prescribed approach to

leadership development.

Jan Warner Ramey (2002) examines the Relationship between

Leadership Styles of Nurse Managers and Staff Nurses’ Job satisfaction in

hospital settings. The Multifactor Leadership Questionnaire was used to

measure the leadership style of nurse managers as perceived by staff nurses.

The Work Quality index was used to measure job satisfaction of registered

staff nurses. A positive, moderate correlation was found between job

satisfaction of registered staff nurses and transformational leadership of nurse

managers. An inverse, weak relationship was found between job satisfaction of

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registered staff nurses and transactional leadership of nurse managers. The

findings support a positive relationship between transformational leadership

style and organizational commitment.

Felix C. Biodbeck, Michael Fiese and Mansour Javidan (2002)

through their work, ‘Leadership made in Germany: Low on compassion, high

on performance’, point out that the most pronounced German cultural value is

performance orientation. The hallmark of German cultural practices is high

levels of uncertainty avoidance and assertiveness, along with low levels of

humane orientation. At work, compassion is low and interpersonal relations

are straightforward and stern. It seems that conflict and controversy are built

into the German societal culture. Effective German leaders are characterized

by high performance orientation, low compassion, low self-protection, low

team orientation, high autonomy, and high participation. A "tough on the

issue, tough on the person" leadership approach appears to explain Germany's

economic accomplishments in the second half of the 20th century. However,

it does not seem to be a promising approach to meet the challenges of

globalization in the 21st century. A "tough on the issue, soft on the person"

leadership approach seems to be the right recipe for German managers.

Alexander Ardichvilli and K. Peter Kuchinke (2002) have made a

cross-cultural study and utilized the full range leadership framework developed

by Bass and Avolio and Hofstede’s model of culture and compared leadership

styles and cultural values of over 4000 managerial and non-managerial employees

in 10 business organisations in Russia and Georgia, Kazakhstan, Kyrgyzstan,

Germany and US. Regarding socio-cultural dimensions, the study found that,

compared to Germany and the US, the four former USSR countries differed

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primarily by much lower levels of power distance, higher levels of masculinity

and much longer planning horizons. The results of analysis on Leadership

indicate that two dimensions-contingent reward and inspirational motivation-

produced the highest scores in all four countries of the former USSR. Two less

efficient leadership styles, Laissez faire and management by exception, have

received significantly higher scores in the four former USSR countries than in

the US and Germany. Finally, the study suggest that cross-cultural human

resource development issues cannot be described in terms of simplified

dichotomies between the east and the west. From the four constructs measured

in the study, significant differences were found not only between the two

groups of countries but also between the individual countries within these

groups.

A. Manwa (2002) says that people’s perceptions have not changed from

using the leadership traits, especially male traits, as a requirement for

appointment to managerial positions. The findings of the study report that

although managers were perceived to possess male traits they were also

perceived to have some female traits such as intuition and modesty.

Beverly Alimo-Metcalfe and Robert J. Alban (2001), through their

study ‘The development of a new Transformational Leadership Questionnaire’

sought to investigate the characteristics of 'nearby' leaders, while eliciting the

constructs of male and female top, senior, and middle-level managers and

professionals working in organizations in public sectors and local governments

and the National Health Service.

Emmanuel Ogbonna and Lloyd C. Harris (2000) examine the

relationship between Leadership style, organizational culture and performance

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on the basis of certain claims that both leadership and culture are linked to

organizational performance. This paper examines the nature of this relationship

and presents empirical evidence that the relationship between leadership style

and performance is mediated by the form of organizational culture that is

present.

Wu, Wann-Yih, Lin, Chinho and Li-Yeuh (2000), through their study,

“Personal Characters, Decision-Making Patterns and Leadership Styles of

Female Managers: A Comparative Study of American, Taiwanese, and

Japanese Female Managers”, compare and contrast role perceptions, decision-

making patterns, leadership styles, and performance of American, Japanese

and Taiwanese female managers; and identify the relationships between those

factors. The results show that the Americans experience the least problems

concerning their gender and social roles. These females see themselves as

independent and risk-taking women capable of making decisions efficiently and

effectively, separating their public interests from private issues. There is also a

lower rate of harassment present in the workplace. American female managers

tend to adopt leadership that focuses on working situation, teamwork, and

respect of their subordinates.

On the other hand, Japanese female managers have the most problems

due to their gender and social roles in a male-dominated workplace. They are

reluctant to make decisions or risks without carefully consulting their

colleagues. The Japanese emphasise harmonic relationships between workers

and focus on keeping working satisfaction and teamwork high, compared with

their foreign counterparts. Taiwanese female managers perceive an average

level of role problems and personal traits, and tend to be risk-takers with rapid

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decision-making patterns. They focus on harmonic interpersonal relationship

with an equal emphasis on adopting both transformational and transactional

leadership styles. The relationships between personal characters, decision-

making patterns, and leadership styles reveal that female managers who are

more tender, dignified, independent, and risk-taking, as well as focusing on

harmonic personal relationships, tend to adopt transformational leadership

styles. This type of leadership achieves a higher level of working satisfaction

and an increase in a subordinates’ performance.

Marloes L. Van Engen and Tineke M. Willemsen (2000) says that the

composition of the immediate working context and hierarchical level are

important moderators of leadership styles.

Isabelle Cames (1997) has conducted the ‘Study of the Leadership

Styles of Female and Male Managers in 10 Different Nationality Banks in

Luxembourg’, using the Personal Attributes Questionnaire and Personal

interviews. This theses is concerned with the similarities and differences

between the leadership styles of female and male managers in general, and

their respective levels of Instrumentality and Expressiveness in particular. The

thesis has shown female managers to possess exceptionally high levels of

Instrumental traits compared to the male managers of this study. In addition,

the leadership styles measured by the PAQ categories to which the

participating managers belong, were found to be consistent with the leadership

styles they attribute to themselves. Significant differences were established

between the 3 different nationality banks.

Fayyadh Bani Al-Anazi (1993) assesses the impact of organisations

upon leadership styles, differences in leadership styles within organisations

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and the impact of leadership styles upon outcome variables. Four organisations

participated in this survey. Profit, semi-profit, semi-non-profit and non-profit

were represented by banks, industrial corporations, tele-communications and

civil service organisations. The study suggests that transformational leadership

has more impact on satisfaction with the leader, employee motivation and

leader effectiveness, and that it produces lower job-related tension. The job-

related tension is related negatively to transactional and transformational styles

and positively to the laissez-faire style. It also supports that transformational

leadership has a stronger impact upon outcome variables than transactional

leadership.

Jean Lipman Blumen (1991) in the work, ‘Connective Leadership-

Female Leadership Style in the 21st Century Workplace’- describes an

integrative leadership model, "connective leadership," which combines the

traditional masculine American ego-ideal with additional female role behaviours

more appropriate for an interdependent world. Based on the L-BL Achieving

Styles Model, connective leadership emphasizes connecting individuals to their

own, as well as others', tasks and ego drives. Achieving styles are defined as the

characteristic behaviours individuals use to achieve their goals. The Achieving

Styles Model includes three sets of Achieving Styles (direct, instrumental, and

relational), each subsuming three individual styles, resulting in a full

complement of nine distinct Achieving Styles. Gender differences in Achieving

Styles are reported and related to the connective leadership paradigm.

Faud N Shaikh (1988), has studied the leadership performance among

114 top managers in 44 companies in Jordhan, measured by their views on

how organizational decisions should be taken, and their actual performance in

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decision taking. The companies concerned operate in manufacturing and

financial sector in the private sector in Jordhan economy. It examines whether

managerial styles of leadership are influenced by culture and environment as

by the skills, training and experience of those who hold top management

positions. It shows that culture plays some role in determining managerial

views about subordinates, but is not the single factor determining managerial

attitude. The study reveals that Jordhanian top managers hold a relatively

democratic attitude about subordinates and personal characteristics of

managers influence their attitudes. To conclude, neither cultural nor the

universal school of management offers a complete explanation of managerial

practice. It is influenced by several other factors like level of development, and

differences in political, economic and social systems.

Robin Stuart-Kotze (1981) has done a study on Job type as an

intervening variable in the prediction of Managerial success, using measures

of cognitive abilities, personality and self-perceived Leadership style. It

assumes that a situational approach to the prediction of managerial success,

differentiating managers by job type, would yield better results than

predictions of managerial success without regard for job differences. Sig-

nificant differences in cognitive abilities, personality, and self-perceived

leadership style were found between successful managers in the two job

functions, and classification of successful and unsuccessful by discriminant

analysis was more accurate for managers within specific job types than for the

total sample of managers without regard for job differences.

Nina Rado Jevich, Kelly and Andrea Petroczi explore the gender

differences in male and female coaches pertaining to their male and female

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athletes. It tries to answer whether male coaches or female coaches vary their

leadership styles and behaviours when dealing with the opposite gender. Both

male and female coaches are found to believe that male and female athletes

should be coached in the same manner, whether or not the coaches’ life

experiences and perceptions influence his/her behaviour in coaching the

opposite gender. A new integrative model was proposed (known as the New

Integrative Model), which identifies the various interactions between coaches,

athletes, and the ever-changing situations that they face. The main factors

taken into consideration are 1) the society, 2) the organization, 3) the

individual differences of both coaches and athletes, and 4) the situational

factors affecting coaches and athletes. The situational characteristics include

track and field, swimming, the level of athletic competition (college), and

whether the same coach was working with both male and female athletes on

the team. The study concludes that differences in leadership styles depend

upon many factors. The most interesting result is that both coaches view their

athletes as athletes, not as male and female.

Nasina Mat Desa has researched on Leadership behaviour and job

satisfaction among bank officers. The study examines the impact of task

characteristics to test whether the relations between perceived leadership

behaviour and job satisfaction are affected by the type of task that

subordinates performed. Hierarchical multiple regression was the tool used for

analysis. The results say that nurturant task leadership behaviour would lead to

the most effective supervision, followed by participative and autocratic

leaderships. Task autonomy showed significant impact on leadership behaviour

and dullness of work.

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Fouzia Naeem Khan and Kamran Ahmed Malik have conducted a

study to investigate various leadership taxonomies in the local corporate sector

and their impact on certain organizational outcomes. Data were collected

through survey research design. For this purpose, a questionnaire was

designed and data collected from a sample of 120 respondents. Four

hypotheses were developed and tested through regression analysis. Various

other statistical techniques including demographical analysis, reliability

analysis and correlations were also employed for data analysis. The survey

findings show strong correlations between some particular leadership styles

and the organizational outcomes. The research significantly highlights the true

fit between leadership taxonomies and the organizational outcomes. The

research concludes with various ways of devising strategies which can

enhance organizational outcomes by adopting appropriate leadership styles.

Georges Yahchouchi investigates the employees' perceptions of the

prevalent leadership style in Lebanon and its impact on organizational

commitment. Moreover, the impact of religion and gender on leadership style

and organizational commitment is examined. The results show that Lebanese

leadership tends to be more transformational than transactional. Evidence

supporting a positive relation between transformational leadership and

organizational commitment has been found. A significant and curious difference

in leadership perception and organizational commitment between religious

communities has also been noted.

Kenneth R Brousseau, Grace Cheng, Joseph Ho,Linda Hyman and

Charles Tseng, through their work, ‘Leadership Dvelopment-I will spur

China’s Global Market Expansion’, reveal that China's enterprises enter fully

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into the global marketplace, forming worldwide alliances and competing

domestically with Multi-National Corporations (MNCs), and they encounter

diverse business cultures and dynamics. The job of navigating this new and

ever-changing landscape rests with leaders who can understand the nuances of

global business and can adapt their approaches to ensure successful

partnerships. An initial study of the leadership styles of today's Chinese

executives indicates that implementing more formal leadership development

processes may help organizations achieve their goals more effectively.

From the review of literature, it can be seen that the areas of research

covered already by the researchers include the leadership styles of managers in

industries, banks, hotels, hospitals, police departments, etc. A careful

examination of these studies reveals that Leadership has an impact on

corporate culture, employee commitment and response, job satisfaction,

employee motivation, employee retention and the overall performance of

the organization. Though studies on leadership styles of bank managers

abroad can be seen, such studies are very rare in India, and not at all in

Kerala. It can also be seen that a comparative study on leadership styles of

managers in public and private sector banks has not been made anywhere.

Hence the relevance of the present study on a Comparative Study of

Leadership Styles of Managers in Selected Public Sector and Private Sector

Banks in Kerala.

Chapter 2

108 

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