A Partial Least Squares Approach to the Leadership Styles, Organizational Culture, and Employees' Productivity: A Case of Pakistan Banking Industry

A Partial Least Squares Approach to the Leadership Styles, Organizational Culture, and Employees' Productivity: A Case of Pakistan Banking Industry

Saeeda Rehman, Muhammad Zahid, Haseeb Ur Rahman, Muhammad Nauman Habib
Copyright: © 2019 |Pages: 10
DOI: 10.4018/IJABIM.2019010104
OnDemand:
(Individual Articles)
Available
$37.50
Current Special Offers
No Current Special Offers
TOTAL SAVINGS: $37.50

Abstract

This study aimed to investigate the relationship between various leadership styles and employees' productivity in the banking industry of Pakistan. The study employed partial least squares (PLS) to a set of data collected through questionnaire from the employees of banks operating in Peshawar, Khyber-Pakhtunkhwa (KP), Pakistan. The findings revealed a significant positive association between transformational leadership and employees' productivity. The authoritarian leadership was found insignificantly negative while a transactional leadership style accounted for an insignificant positive association with employees' productivity. Also, the findings confirmed that organizational culture has a significantly positive role in enhancing employees' productivity in the banking industry of Pakistan. The findings are useful for managers, regulators, policymakers, and employees of the banking industry in Pakistan. Also, the findings enrich the previous limited and incongruent literature in the area.
Article Preview
Top

Literature Review

This section synthesises the previous literature regarding the relationship between leadership styles and employees’ productivity. Before explaining the relationship, this section first explains various styles of leadership and employees’ productivity.

Leadership Styles

The degree of authority exercised by individual determines the style of leadership. The exercise of authority from an individual greatly depends on his/her knowledge, experience, maturity, attitude, behaviour, personality, communication, and overall approach. Thus, there are as many leadership styles as many organisations we have (Asrar-ul-Haq & Kuchinke, 2016; Chen, 2004; Ekpe et al., 2017; Voon et al., 2011). However, the following section explains some prominent leadership styles identified by the previous literature.

Complete Article List

Search this Journal:
Reset
Volume 15: 1 Issue (2024)
Volume 14: 1 Issue (2023)
Volume 13: 2 Issues (2022)
Volume 12: 4 Issues (2021)
Volume 11: 4 Issues (2020)
Volume 10: 4 Issues (2019)
Volume 9: 4 Issues (2018)
Volume 8: 4 Issues (2017)
Volume 7: 4 Issues (2016)
Volume 6: 4 Issues (2015)
Volume 5: 4 Issues (2014)
Volume 4: 4 Issues (2013)
Volume 3: 4 Issues (2012)
Volume 2: 4 Issues (2011)
Volume 1: 4 Issues (2010)
View Complete Journal Contents Listing