Impact of leadership styles on employees’ performance with moderating role of positive psychological capital

Baig, Sajjad Ahmad; Iqbal, Saher; Abrar, Muhammad; Baig, Irfan Ahmad; Amjad, Fiza; Rehman, Muhammad Zia ur; Awan, Muhammad Usman

doi:10.1080/14783363.2019.1665011

Cited by 76 publications

(99 citation statements)

References 49 publications

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“…According to Avolio & Bass (1995), this leadership style is defined as a lack of leadership and an inactive leadership style. LF leadership is associated with an inactive style of management (Baig et al, 2019). This leadership style is the ultimate negligent principle which includes a non-interference strategy that allows all employees to have full liberty and has no specific way of attaining goals (Al-Malki, & Juan, 2018).…”

Section: Laissez-faire Leadership (Lf)mentioning

confidence: 99%

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

Jamali¹,

Bhutto²,

Khaskhely³

et al. 2022

10.5267/j.msl

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There are many leadership styles, which have different impacts on employees' performance. In higher education, faculty performance depends on many factors including Leadership style & Organizational culture. This study aims to examine the effect of leadership styles on faculty performance (FP) and more specifically to examine the moderating effect of Organizational Culture in the association between leadership styles and faculty performance in higher education institutions (MUET, Jamshoro). This study used quantitative methodology to identify the leadership styles which exist in MUET, Jamshoro, and their impact on faculty performance with organizational culture as moderator. It used both the sampling techniques probability and non-probability, and the sample size was 384 and the data was analyzed in SmartPLS 3. For leadership style, Full Range Leadership Model was adopted and for organizational culture, Competing Value Framework (CVF) was used. This study found that Transformational (TF) leadership has a positive significant relation with faculty performance at MUET, Jamshoro. And Organizational Culture (OC) as moderator negatively moderates the relation between Laissez-faire (LF) leadership and faculty performance (FP). According to faculty, transformational leadership is best suited to promote their performance on account of giving them challenging work, autonomy, mutual trust, through supporting subordinates' creativity, improving their confidence, and maintaining collaborations. Laissez-faire leadership also exists in an academic institution and has a positive impact on faculty performance. However, Transactional leadership has a negative impact on faculty performance. The future study could be conducted in other universities, or a comparison of leadership styles can be made between public and private universities with different models of leadership style and with different organizational culture models.

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Section: Laissez-faire Leadership (Lf)mentioning

confidence: 99%

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

Jamali¹,

Bhutto²,

Khaskhely³

et al. 2022

10.5267/j.msl

View full text Add to dashboard Cite

show abstract

“…Luthans et al (2008; (Bogler & Somech, 2019). Several previous studies demonstrates that, psychological capital moderates with respect to the association between narcissism and psychological wellbeing (Erkutlu, 2014) between perceived overqualification and job crafting (Sesen & Ertan, 2019) amongst leadership style and employee performance (Baig et al, 2019) between quantitative overload and affective well-being (Adil & Kamal, 2019). Moreover, Setar et al (2015), resulted in their study that psychological capital did not moderated the association between job stress and incivility neither psychological capital moderate the relationship amongst job stress and job involvement.…”

Section: Results Of Study Organize Bymentioning

confidence: 94%

High Performance Work Practices and Employee’s Outcomes: Organization based Self-Esteem and Perceived Organizational Support as Mediator and Positive Psychological Capital as Moderator

bruceRjss¹,

Chughtai

Rizvi

2019

NRJSS

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Worldwide, the environment of business organizations is becoming faster and it is too important for organizations that how to attain and preserve a competitive advantage. An organization can achieve organizational goals and objectives through optimistic behavior and superior performance of its human resources. HPWPs act to develop and increase staff efficiencies and capabilities; this study put emphasis on quantitative research to highlight the impact of HPWP on individual outcomes (IRP, TP, and OCB) in a sample of (n = 412) from banking sector of Central Punjab, Pakistan by using a convenience sampling technique. In this study mediation, moderation model bootstrapping analysis was also been tested, by using POS and OSE as mediator and PPC as moderators. Findings of the study showed that POS and OSE mediate the relationship between HPWP and employee’s Outcomes. Conversely, PPC moderates the relationship between OSE and Employee’s Outcomes IRP, TP and OCB. This study will purposeful for the management managers and practitioners of the organizations who needs to implement HPWP for the enhancement of their workforce’s outcomes, also from the theoretical implications this study explains the role of POS and OSE as mediating mechanism and PPC as moderating tool in connection to HPWP and employee outcomes IRP, TP and OCB.

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“…Leadership style refers to the behavior and attitudes of leaders in governance and supervision. This is the result of personality traits, experiences, attitudes and philosophies of leaders (Baig et al, 2019).…”

Section: Relationship Of Leadership Style To Organizational Commitmentmentioning

confidence: 99%

“…The leader is certainly able to instill work discipline for employees to improve performance, and be able to influence employee creativity in completing their tasks. (Baig et al, 2019) shows that employee performance includes assigned tasks, employee competencies, and effectiveness and efficiency in doing work. Various organizations need strong leadership styles that stimulate employee performance.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Organizational Commitment to the Relationship of Leadership Style and Performance

Sudaryati¹,

Heriningsih²,

Fitriyani³

2021

Proceedings of the 4th International Conference on Sustainable Innovation 2020-Accounting and Management (ICoSIAMS 2020)

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This study aims to determine the effect of organizational commitment to the relationship between leadership style and BUMDes employee performance. This research was conducted at BUMDes in Bantul Regency using survey methods. The population and sample in this study were employees of BUMDes in Bantul Regency with 105 respondents. The analysis technique used in this study is Partial Least Square (PLS). The results showed that the leadership style had a direct influence on the performance of BUMDes employees. The results also show that organizational commitment cannot mediate the relationship between leadership style and BUMDesa employee performance. These results have implications for BUMDes to be able to apply the right leadership style and pay more attention to employees in order to improve performance in the context of managing BUMDesa.

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Impact of leadership styles on employees’ performance with moderating role of positive psychological capital

Cited by 76 publications

References 49 publications

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

High Performance Work Practices and Employee’s Outcomes: Organization based Self-Esteem and Perceived Organizational Support as Mediator and Positive Psychological Capital as Moderator

The Influence of Organizational Commitment to the Relationship of Leadership Style and Performance

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