The influence of leadership styles on employee performance in telecom companies of Bangladesh
-
Author(s)Md. Mobarak KarimLink to ORCID Index: http://orcid.org/0000-0002-0052-8716
,
Mohammad Bin AminLink to ORCID Index: https://orcid.org/0000-0002-9184-4828
,
Helaluddin AhmedLink to ORCID Index: https://orcid.org/0000-0002-2257-4019
,
Zita HajduLink to ORCID Index: https://orcid.org/0009-0006-5562-4488
,
Jozsef PoppLink to ORCID Index: https://orcid.org/0000-0003-0848-4591
-
DOIhttp://dx.doi.org/10.21511/ppm.21(3).2023.52
-
Article InfoVolume 21 2023, Issue #3, pp. 671-681
- 728 Views
-
233 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Leadership styles have drawn much attention in a cutthroat business world. As a result, the standardization of human resources management goals has gained much popularity. However, if there is a meaningful and established process to be used in leadership activities, an organization may be able to realize its purpose within the specified time. This study aims to determine how several leadership styles – transformational leadership, charismatic leadership, democratic leadership, and transactional leadership – affect employee performance. The data were obtained using a self-reported questionnaire adapted from prior studies; the paper employed purposive and convenience sampling methods to receive information from 260 employees of several telecommunication companies in Bangladesh. For this study purpose, SPSS version 26.0 was used to conduct the necessary statistical analyses, and the construct reliability was evaluated using Cronbach’s (a) coefficient value of 0.70 or higher. According to the findings, transformational leadership, charismatic leadership, democratic leadership, and transactional leadership have a favorable relationship with employee performance in telecom organizations. Thus, decision-makers and other practitioners need to learn how to recognize diverse leadership philosophies and their effects on employee performance from an organizational perspective. Finally, the study recommends that leaders transition from highly traditional leadership styles to more participative and positive ones.
- Keywords
-
JEL Classification (Paper profile tab)M10, M12, M30
-
References47
-
Tables3
-
Figures2
-
- Figure 1. Conceptual model
- Figure 2. Regression results
-
- Table 1. Reliability and validity analysis
- Table 2. Demographic information
- Table 3. Regression coefficient analysis
-
- Ahmed, S., Islam, R., & Al Asheq, A. (2023). Analysis of employee motivation in the service and manufacturing organizations: The case of a developing economy. International Journal of Business and Systems Research, 17(3), 309-325.
- Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 2018, 687849.
- Alam, A. A., Amilia, A., Hariyati, S., & Karyaningsih, M. M. R. R. P. D. (2021). The influence of democratic leadership style and work discipline on employee performance. SSRN Electronic Journal.
- Antonakis, J., Bastardoz, N., Jacquart, P., & Shamir, B. (2016). Charisma: An ill-defined and ill-measured gift. Annual Review of Organizational Psychology and Organizational Behavior, 3, 293-319.
- Aragón-Correa, J. A., Hurtado-Torres, N., Sharma, S., & García-Morales, V. J. (2008). Environmental strategy and performance in small firms: A resource-based perspective. Journal of Environmental Management, 86(1), 88-103.
- Banks, G. C., Engemann, K. N., Williams, C. E., Gooty, J., McCauley, K. D., & Medaugh, M. R. (2017). A meta-analytic review and future research agenda of charismatic leadership. The Leadership Quarterly, 28(4), 508-529.
- Basit, A., Sebastian, V., & Hassan, Z. (2017). Impact of leadership style on employee performance (A case study on a private organization in Malaysia). International Journal of Accounting & Business Management, 5(2), 112-130.
- Bian, X., Sun, Y., Zuo, Z., Xi, J., Xiao, Y., Wang, D., & Xu, G. (2019). Transactional leadership and employee safety behavior: Impact of safety climate and psychological empowerment. Social Behavior and Personality: An International Journal, 47(6), 1-9.
- Birasnav, M., Mittal, R., & Dalpati, A. (2019). Integrating theories of strategic leadership, social exchange, and structural capital in the context of buyer–supplier relationship: An empirical study. Global Journal of Flexible Systems Management, 20(3), 219-236.
- Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), 138-157.
- Bryant, S. E. (2003). The role of transformational and transactional leadership in creating, sharing and exploiting organizational knowledge. Journal of Leadership & Organizational Studies, 9(4), 32-44.
- Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International journal of hospitality management, 77, 64-75.
- Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389-405.
- De Hoogh, A., den Hartog, D., Koopman, P., Thierry, H., van den Berg, P., van der Weide, J., & Wilderom, C. (2004). Charismatic leadership, environmental dynamism, and performance. European Journal of Work and Organizational Psychology, 13(4), 447-471.
- Durbin, J., & Watson, G. S. (1950). Testing for serial correlation in least squares regression: I. Biometrika, 37(3-4), 409-428.
- Edeh, F. O., Zayed, N. M., Darwish, S., Nitsenko, V., Hanechko, I., & Islam, K. M. A. (2023). Impression management and employee contextual performance in service organizations (enterprises). Emerging Science Journal, 7(2), 366-384.
- Eliyana, A., Maarif, S., & Muzakki. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144-150.
- Fassina, N. E., Jones, D. A., & Uggerslev, K. L. (2008). Relationship clean-up time: Using meta-analysis and path analysis to clarify relationships among job satisfaction, perceived fairness, and citizenship behaviors. Journal of Management, 34(2), 161-188.
- Gutu, I., Agheorghiesei, D. T., & Alecu, I. C. (2022). The online adapted transformational leadership and workforce innovation within the software development industry. Sustainability, 14(12), 7408.
- Herman, H. M., & Chiu, W. C. (2014). Transformational leadership and job performance: A social identity perspective. Journal of Business Research, 67(1), 2827-2835.
- Hetland, J., Hetland, H., Bakker, A. B., & Demerouti, E. (2018). Daily transformational leadership and employee job crafting: The role of promotion focus. European Management Journal, 36(6), 746-756.
- Hilton, S. K., Arkorful, H., & Martins, A. (2021). Democratic leadership and organizational performance: The moderating effect of contingent reward. Management Research Review, 44(7), 1042-1058.
- Hoe, S. L. (2008). Issues and procedures in adopting structural equation modelling technique. Journal of Quantitative Methods, 3(1), 76-83.
- Islam, K. M. A., Karim, M. M., Islam, S., Haque, S., & Sultana, T. (2022). Exploring the effect of job satisfaction, employee empowerment, and emotional intelligence on bank employee performance: A study on commercial banks in Bangladesh. Banks and Bank Systems, 17(3), 158-166.
- Islam, M. S., Rahman, M., & Siddiqui, K. (2018). Leadership styles navigate employee job performance. The Comilla University Journal of Business Studies, 5(1), 87-109.
- Khuwaja, U., Ahmed, K., Abid, G., Adeel, A., & Wanasika, I. (rev.ed.). (2020). Leadership and employee attitudes: The mediating role of perception of organizational politics. Cogent Business & Management, 7(1), 1720066.
- Kumar, V., & Sharma, R. R. K. (2018). Leadership styles and their relationship with TQM focus for Indian firms: An empirical investigation. International Journal of Productivity and Performance Management, 67(6), 1063-1088.
- Lan, T. S., Chang, I. H., Ma, T. C., Zhang, L. P., & Chuang, K. C. (2019). Influences of transformational leadership, transactional leadership, and patriarchal leadership on job satisfaction of cram school faculty members. Sustainability, 11(12), 3465.
- Lasrado, F., & Kassem, R. (2021). The effects of transformational leadership and organizational culture on organizational excellence. International Journal of Quality & Reliability Management, 38(1), 169-194.
- Meirinhos, G., Cardoso, A., Neves, M., Silva, R., & Rêgo, R. (2023). Leadership styles, motivation, communication and reward systems in business performance. Journal of Risk and Financial Management, 16(2), 70.
- Meslec, N., Curseu, P. L., Fodor, O. C., & Kenda, R. (2020). Effects of charismatic leadership and rewards on individual performance. The Leadership Quarterly, 31(6), 101423.
- Mwesigwa, R., Tusiime, I., & Ssekiziyivu, B. (2020). Leadership styles, job satisfaction and organizational commitment among academic staff in public universities. Journal of Management Development, 39(2), 253-268.
- Ojokuku, R. M., Odetayo, T. A., & Sajuyigbe, A. S. (2012). Impact of leadership style on organizational performance: A case study of Nigerian banks. American Journal of Business and Management, 1(4), 202-207.
- Patiar, A., & Wang, Y. (2016). The effects of transformational leadership and organizational commitment on hotel departmental performance. International Journal of Contemporary Hospitality Management, 28(3), 586-608.
- Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15(3), 329-354.
- Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577-594.
- Silva, S., & Mendis, B. A. K. M. (2017). Relationship between transformational, transaction and laissez-faire leadership styles and employee commitment. European Journal of Business and Management, 9(7), 13-21.
- Suprapti, S., Astuti, J. P., Sa’adah, N., Rahmawati, S. D., & Astuti, R. Y. (2020). The effect of work motivation, work environment, work discipline on employee satisfaction and public health center performance. Journal of Industrial Engineering & Management Research, 1(2), 153-172.
- Supratman, O. V., Entang, M., & Tukiran, M. (2021). The relationship of charismatic leadership, employee personality, and employee performance: Evidence from PT. Karya Abadi Luhur. International Journal of Social and Management Studies, 2(2), 17-41.
- Tepper, B. J., Dimotakis, N., Lambert, L. S., Koopman, J., Matta, F. K., Man Park, H., & Goo, W. (2018). Examining follower responses to transformational leadership from a dynamic, person–environment fit perspective. Academy of Management Journal, 61(4), 1343-1368.
- Thanh, N. H., & Quang, N. V. (2022). Transformational, transactional, laissez-faire leadership styles and employee engagement: Evidence from Vietnam’s public sector. Sage Open, 12(2).
- Tsai, C. Y., Dionne, S. D., Wang, A. C., Spain, S. M., Yammarino, F. J., & Cheng, B. S. (2017). Effects of relational schema congruence on leader-member exchange. The Leadership Quarterly, 28(2), 268-284.
- Van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic-transformational leadership research: Back to the drawing board? Academy of Management Annals, 7(1), 1-60.
- Waldman, D. A., Ramirez, G. G., House, R. J., & Puranam, P. (2001). Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty. Academy of Management Journal, 44(1), 134-143.
- Xu, F., & Wang, X. (2019). Transactional leadership and dynamic capabilities: The mediating effect of regulatory focus. Management Decision, 57(9), 2284-2306.
- Zayed, N. M., Edeh, F. O., Islam, K. M. A., Nitsenko, V., Dubovyk, T., & Doroshuk, H. (2022). An investigation into the effect of knowledge management on employee retention in the telecom sector. Administrative Sciences, 12(4), 138.
- Zhang, Y., & Wei, F. (2021). SMEs’ charismatic leadership, product life cycle, environmental performance, and financial performance: A mediated moderation model. Journal of Cleaner Production, 306, 127147.
-
Transformational leadership for organizational change in the Lebanese public sector
Bissane Harb ,
Dina Sidani
doi: http://dx.doi.org/10.21511/ppm.17(2).2019.15
Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 205-216 Views: 2631 Downloads: 1221 TO CITE АНОТАЦІЯThe public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.
Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.
The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector. -
The effect of leadership and organizational culture on employee performance that is educated by motivation (study on the implementation empowerment programs in Jayapura city)
Nansi Lidya Lolowang , Eka Afnan Troena , Atim Djazuli ,
Siti Aisjah
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.23
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 268-277 Views: 2407 Downloads: 1129 TO CITE АНОТАЦІЯVillages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.
-
Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation
Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 35-44 Views: 2300 Downloads: 969 TO CITE АНОТАЦІЯThe purpose of this study was to examine the relationship between transformational leadership and change readiness through perceived bureaucratic structure among government employees in Rasht. As a methodology, descriptive method was applied using questionnaire to collect data. The studied population consisted of 600 employees from three state organizations including Municipality, Gilan Tax Department and Gilan Justice Court. According to Morgan table, the sample size was estimated at 234. This study examined six hypotheses, which were tested using multiple regression method. The results showed that transformational leadership had a positive direct effect on employee change readiness and its dimensions. However, substitution of the bureaucratic structure in the model eliminated the effect. Finally, the hypothesis on the effect of transformational leadership on change readiness through perceived bureaucratic structure was rejected.
