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The Impact Of Leadership Styles On Employee Performance

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Impact Of Leadership Style On Employee Performance

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Osama Kassawneh Osama Kassawneh Skilled Preprints.arch Google Scholar 1, * and Hamza Elrehail Hamza Elrheil Skilled Preprints.arch Google Scholar 2

Examples Of Performance Management Done Right

Received: 10 November 2022 / Revised: 30 November 2022 / Accepted: 8 December 2022 / Published: 15 December 2022

This study aims to examine the moderating role of organizational theory in the relationship between participative leadership style and various outcomes such as employee loyalty and job performance in organizations. A cross-sectional research design was used in which data were collected from 347 participants at all levels of management in the United Arab Emirates (UAE). Findings showed how complexity of organizational theory moderates the positive relationship between participative leadership style and employee loyalty, negatively affecting job performance. The current study contributes to the existing leadership literature by showing that role leaders do not behave in the same way at different levels of organizational theory complexity. The findings suggest that the more complex the institution’s operations, the greater the gap between leaders and subordinates, so the use of a collaborative style may be problematic in some cases.

Participative leadership style reflects several concepts, including delegation, collective decision making, and limited participation. Similarly, Somech (2005) defines effective leadership as using joint influence in decision-making by managers and subordinates through joint decision-making or positions. Therefore, the core of co-management has become devolution and devolution of decision-making. Participatory decision-making has been studied as a formal strategy for the direct participation of groups, where, in non-essential issues, group participation is considered relevant and influences group decisions (Dolatabadi and Safa 2010; Mohammad et al. 2021). Participation in decision-making leads to increased social competence, which affects the quality of decisions, employee motivation, quality of work life, work environment and professional training in a successful organization (Chan 2019; Gaffari et al. 2017; Lumbasi et al. 2016). Odorti et al. (2019) found that organizational and individual outcomes are influenced by participatory decision-making, and this influence may be attributed to increased levels of employee motivation. The quality of decisions is improved by the participation of employees in the decision-making process, as it helps the manager to develop an understanding of the important issues in a crisis situation. Many scholars (Lytreatis et al. 2019; Raineri 2016) argue that this involvement increases the tendency of employees to faithfully follow management decisions. Participatory managers value the views and opinions of employees and seek their opinions and suggestions (Rana et al. 2019; Kassawneh and Abaker 2022). In addition, active leaders encourage their employees to develop learning by acquiring, sharing, and connecting knowledge and seeking new opportunities (Benoliel and Barth 2017; Mohamed and Kassawneh 2022).

Impact Of Leadership Styles On Employee’s Performance

Organizational communication scholars have a significant interest in organizational theory. According to Lammers and Garcia (2017), institutional theory describes the norms and rules that must be followed by institutions seeking support and legitimacy. This idea emerged as a necessity, considering all the nations, industries and various laws and requirements that govern the sector today. Nevertheless, the article presents a discussion of the important intersection between organizational theory and organizational communication. According to Cardinale (2018), the communication behavior of individuals in organizations or groups is mainly focused on corporate communication, that is, their use of language and social communication, which aligns coordinated action to achieve a common goal. Therefore, one can safely assume that a large area of the organization falls outside the scope of organizational communication.

Many studies are attributed to the direct influences of leadership on work commitment, performance and satisfaction parameters (Belias et al. 2022; Budak and Erdal 2022). This paper conducts a descriptive study to moderate organizational theory in UAE organizations in the context of multiple outcomes including participative leadership style and employee loyalty and job performance (Kazawneh 2018; Mohammed 2019).

This study uses organizational theory to gain an understanding of the effective leadership style and how the adoption of the alternative influences it in the context of organizational performance. According to Bitektine et al. (2018), research focusing on organizational theory is rare, despite its potential value in behavioral research, and the lack of empirical work. Accordingly, this study attempts to fill this gap by examining the moderating role of organizational theory in the relationship between participative leadership and related outcomes such as employee loyalty and job performance. The final objective and contribution of this paper is to confirm this foundation through an empirical study of the relationship between organizational theory, participative leadership, employee loyalty and work performance, which has not yet been studied in the Arab context.

Impact Of Leadership Styles On Employees’ Attitude Towards Their Leader And Performance: Empirical Evidence From Pakistani Banks

According to Bell et al. (2018), when a leader consults with subordinates to solve a problem and determine the right course of action, it is referred to as participatory leadership and shared influence or shared decisions (Mwaisaka et al. 2019; Vance 2016), where the decision-making process involves combining ideas with the manager. It proves . Thus, Hayat et al. (2019) found that the manager in this leadership style delegates responsibility for the workplace to a limited number of subordinates. Extensive empirical research is available in different cultural and industrial contexts focusing on the positive impact of participative leadership on work outcomes (Dang 2019; Fatima et al. 2017; Huang et al. 2006; Somech 2003); Specifically, organizational commitment increased and improved (Salahuddin 2010), voice behavior (Fatima et al. 2017), organizational citizenship behavior (OCB) (Huang et al. 2006) and work performance (Huang et al. 2006).

According to Sax and Torp (2015), the process by which leaders focus on the opinions of subordinates before making decisions is called “participative leadership”. In addition, this concept is related to representation, consultation, consensus and involvement (Khassawneh and Abaker 2022; Sarti 2014).

Results related to participative leadership show that employees show higher organizational commitment, job satisfaction, and performance when they perceive that their supervisors adopt reflective or active leadership (Iqbal et al. 2015). Because of the consultative nature of participative leadership, employees are more vulnerable to exposure to organizational and management policies. Additionally, these employees tend to be more loyal, committed, and engaged than employees with a supervisory leader (Locke and Anderson 2010). Similarly, employees are more committed to decision-making when they participate in decision-making. For example, consider bank employees. Since these employees are in direct contact with customers, they are more aware of customer needs than managers. This example clearly shows the importance of employee participation in the decision-making process. Managers who want to encourage their employees to share their commitment to service quality can benefit from tangible leadership outcomes, such as increased commitment, engagement, and loyalty among employees (Jain and Chowdhury 2014).

Pdf) Impact Of Leadership Style On Employee Performance (a Case Study On A Private Organization In Malaysia)

Institutional and organizational theories provide a rich and complex view of organizations. Here, ethical pressures affect organizations, which can be the result of internal and external sources (Heugens and Lander 2009). Also, according to Heikkila and Isett (2004), methods and procedures such as work procedures, professional certifications, and state requirements sometimes act as directional pressures, where the organization’s focus may shift from work performance. Due to these legal aspects of adoption, organizational areas create isomorphism and increase the chances of survival. Likewise, Nielsen and Massa (2013) suggest that the rapid spread of organizational theories of organizations shows the importance of theories as a result of theoretical and empirical work. In the same way, a greater number of organizational researchers are expected to be interested in organizational theories, with better specification of indicators and models associated with increased conceptual abstraction. Institutional theory is complex in its statement because it develops and advances the often neglected considerations at the heart of social action. Therefore, this article sheds light on making organizational theory more accessible (Santos and Eisenhardt 2005). The review is started by briefly describing the current two theoretical approaches to institutionalization in the organization, and then it is identified

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