Impact of Leadership Style on Organizational Effectiveness

Abstract

The present paper examines the impact of leadership styles on organizational effectiveness by using Pearson's co-relation matrix and multiple regression model. Data were collected from 10 departments of Rourkela Steel Plant. Participants included 68 supervisors and 241 managers. Managerial Behaviour Questionnaire (MBQ) and Organizational Effectiveness Scale (OES), the standardized questionnaires were used for the study. The study reveals that leadership styles of managers and supervisors highly influence the organizational effectiveness. t Dr B. B. Mishra is currently working as Head of Dept., Department of Business Administration, Utkal Unversity, Bhubaneswar. style of managers and supervisors and the effect of their behaviour on organization. Various reviews of this literature, however, have raised important questions regarding the usefulness of the research in explaining the underlying leadership phenomena (Jago

Transformational Leadership and Organizational Citizenship Behaviour of Cross-functional Team Members: Empirical Assessment of Moderating and Mediating Effects

“…The study of Avolio et al (1991) disclosed that four aspects of transformational leadership affect the quantity, innovation, quality and retention of employees in an effective manner. Several authors have used the aspects of transformational leadership in their research (Bycio et al, 1995; Kim, 2012; Krishnan & Arora, 2008; Nayak & Mishra, 2005; Shim et al, 2015; Tepper & Percy, 1994; Walumbwa et al, 2005; Xu et al, 2022; Yammarino & Bass, 1990; Yammarino et al, 1997; Yukl, 1999). Leadership is also known as an important phenomenon in self-managing teams (Stoker et al, 2001).…”

Knowledge Management Processes and Organisational Effectiveness in Nigerian Deposit Money Banks

“…Organizational Effectiveness Erkuttu and Chafra (2006), looked at organisational effectiveness as a concept which explains the optimal utilisation of resources by combining the effort of employees and the organisation itself. The manufacturing organisations to Nayak and Misha (2005), Ali et al (2011), Martz (2013, and Jain ( 2017), are linked with many measurable variables but critical among them are productivity, profitability, and growth. In their views, manufacturing organisation may have gain competitive advantage, higher profit margin and monopolise a larger and a larger share of the market.…”

The Impact of Industry 4.0 Implementation on Organizational Behavior and Corporate Culture: The Case of Pakistan’s Retail Industry

“…The review of the literature shows that in the autocratic model, employees are generally loyal toward their superiors and not to the organization [43]. In the literature on the autocratic model of organizational behavior, there seems to be a general agreement that this model of organizational behavior leads to creating a fearful, insecure, and frustrated workforce, which ultimately results in unsatisfactory performance [44].…”