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Leadership has proved itself to be an interesting topic for researchers. Numerous investigators have studied leadership styles in different cultures, occupations, organizational settings. Nevertheless, it was rarely examined among teaching faculty members of higher education institutes and universities. The early studies focused on the personalities of the leaders or on their behavior. More recent studies are focusing on a full range of leadership styles such as transformational, transactional and passive/avoidant leadership styles. The current study seeks to determine the leadership style of regular faculty members employed by public as well as private sector higher education institutes and universities. The data were collected by administering Multifactor Leadership Questionnaire (MLQ) to 265 faculty members in all. The results revealed that the faculty members in both public and private sectors were practicing transformational and passive/avoidant leadership styles to the same extent. On the other hand transactional leadership style was being experienced significantly with higher degree by the faculty members in private sector than those in public sector. Implications have been discussed for policy makers and education administrators specifically to develop their faculty for a challenging future. Guidelines for future research have also been provided.

Abundant research has been carried out throughout the years to explore the moderator effect of situational variables in leadership literature around the globe. However, this area is the most neglected area among the behavioral scientists of Pakistan. Therefore, the present study seeks to find out the moderator effect of need for leadership in relation with leadership characteristics on subordinates’ behavioral outcomes using the need for leadership framework of de Vries (1997) in Pakistani work settings. As a result, the practical implications of the findings are discussed.

Organizational politics is a fact of organizational life, which can be seen in almost every type of organization globally. Individuals come together for a common purpose and safeguard self interest. The present study examines the moderating role of social exchange perceptions between perceived organizational politics and antisocial behavior in Pakistani context. The empirical evidence is based on the national level sample data as collected through self-administered questionnaires from executives of multitude of Pakistani industries such as health, manufacturing, energy, financial services, education, telecommunication, and information technology. The sample comprised of 577 respondents. Moderated hierarchical regression was applied to test the interactional effects and hypothesized relationships were confirmed. Several practical implications have been provided for the benefit of practicing managers.