Congruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan

The purpose of this study was to examine the congruence between managers’ (self) and subordinates’ perceptions about their leadership styles and its impact on performance outcomes. Leadership styles (independent variables) included transformational leadership, transactional leadership and laissez-fa...

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Autores principales:	Muhammad Asrar-Ul-Haq, Shaheera Amin, Hafiz Yasir Ali, Muhammad Waheed Akhtar, Moazzam Ali, Sadaf Noor, Kashif Aslam, Ali Khalid
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2020
Materias:	leadership style performance lmx banking pakistan Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/ed9ca022d3be47298a80731c405cd24c
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spelling	oai:doaj.org-article:ed9ca022d3be47298a80731c405cd24c2021-12-02T18:21:14ZCongruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan2331-197510.1080/23311975.2020.1796270https://doaj.org/article/ed9ca022d3be47298a80731c405cd24c2020-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2020.1796270https://doaj.org/toc/2331-1975The purpose of this study was to examine the congruence between managers’ (self) and subordinates’ perceptions about their leadership styles and its impact on performance outcomes. Leadership styles (independent variables) included transformational leadership, transactional leadership and laissez-faire leadership. The outcomes (dependent variables) consisted of effectiveness, extra effort, and satisfaction. The data were collected from 65 banks (65 managers and 225 subordinates) using MLQ 360 (5 X Short) by Bass and Avolio. The managers responded about their self-perceived leadership styles and its relationship with performance outcomes. The subordinates responded about their perceptions of managers’ leadership styles and its impact on their performance outcomes. The data were analyzed using descriptive statistics (ANOVA) and inferential statistics (regression analysis). The results indicated significant differences between managers’ (self) and subordinates’ perceptions about their leadership styles at dimension level. In addition, a significant difference was found between managers and subordinates about the impact of transformational leadership style and laissez-faire leadership style on different outcomes. Certain implications of the study and limitations are also discussed.Muhammad Asrar-Ul-HaqShaheera AminHafiz Yasir AliMuhammad Waheed AkhtarMoazzam AliSadaf NoorKashif AslamAli KhalidTaylor & Francis Grouparticleleadership styleperformancelmxbankingpakistanBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 7, Iss 1 (2020)
institution	DOAJ
collection	DOAJ
language	EN
topic	leadership style performance lmx banking pakistan Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	leadership style performance lmx banking pakistan Business HF5001-6182 Management. Industrial management HD28-70 Muhammad Asrar-Ul-Haq Shaheera Amin Hafiz Yasir Ali Muhammad Waheed Akhtar Moazzam Ali Sadaf Noor Kashif Aslam Ali Khalid Congruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan
description	The purpose of this study was to examine the congruence between managers’ (self) and subordinates’ perceptions about their leadership styles and its impact on performance outcomes. Leadership styles (independent variables) included transformational leadership, transactional leadership and laissez-faire leadership. The outcomes (dependent variables) consisted of effectiveness, extra effort, and satisfaction. The data were collected from 65 banks (65 managers and 225 subordinates) using MLQ 360 (5 X Short) by Bass and Avolio. The managers responded about their self-perceived leadership styles and its relationship with performance outcomes. The subordinates responded about their perceptions of managers’ leadership styles and its impact on their performance outcomes. The data were analyzed using descriptive statistics (ANOVA) and inferential statistics (regression analysis). The results indicated significant differences between managers’ (self) and subordinates’ perceptions about their leadership styles at dimension level. In addition, a significant difference was found between managers and subordinates about the impact of transformational leadership style and laissez-faire leadership style on different outcomes. Certain implications of the study and limitations are also discussed.
format	article
author	Muhammad Asrar-Ul-Haq Shaheera Amin Hafiz Yasir Ali Muhammad Waheed Akhtar Moazzam Ali Sadaf Noor Kashif Aslam Ali Khalid
author_facet	Muhammad Asrar-Ul-Haq Shaheera Amin Hafiz Yasir Ali Muhammad Waheed Akhtar Moazzam Ali Sadaf Noor Kashif Aslam Ali Khalid
author_sort	Muhammad Asrar-Ul-Haq
title	Congruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan
title_short	Congruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan
title_full	Congruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan
title_fullStr	Congruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan
title_full_unstemmed	Congruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan
title_sort	congruence of perceptions between bank managers and subordinates about leadership style and performance in pakistan
publisher	Taylor & Francis Group
publishDate	2020
url	https://doaj.org/article/ed9ca022d3be47298a80731c405cd24c
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Congruence of perceptions between bank managers and subordinates about leadership style and performance in Pakistan

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