Leadership Style:A Determinant of Job Involvement

Group Members:Saad AlamAbdul RehmanHasan Latif

CONTENTS INTRODUCTION LITERATURE REVIEW THEORETICAL FRAMEWORK RESEARCH METHODOLOGY HYPOTHESIS Q&A

INTRODUCTION

Our research study examines the role of different leadership styles such as transformational, transactional and democratic style of leadership used by managers in explaining employee’s job involvement in the telecom sector of Pakistan.

DEFINITIONS

LEADERSHIP TRANSACTIONAL LEADERSHIP TRANSFORMATIONAL LEADERSHIP DEMOCRATIC LEADERSHIP JOB INVOLVEMENT

SIGNIFICANCE OF STUDY

The purpose of this study is to reveal the effectiveness of different leadership styles w.r.t Job Involvement.

It gives insight to managers in the Telecom sector of Pakistan to better understand the influence of leadership on employee commitment and involvement in more depth.

PROBLEM STATEMENT

Managers are faced with problems such as low employee involvement and commitment to work time and again.

Our research study will address the problem that how various leadership styles affect employee’s job involvement and how leadership styles determine the levels of job involvement within the telecom sector of Pakistan.

OBJECTIVE OF STUDY

To compare the leadership styles that positively affect job involvement

To determine the factors that affect job involvement and understand the fundamental reasons for non-involvement

To analyze the degree of influence of leadership styles on employee’s commitment

RESEARCH QUESTIONS What are the qualities of leaders that

generally influence staff’s job involvement?

How leaders influence staff to display job involvement?

What are the factors that cause staff to exhibit low job involvement?

Under what circumstances leadership styles can reduce the rate of low job involvement?

To what extent does leadership style in an organization has an influence on job involvement?

DELIMITATIONS OF RESEARCH

This research is limited only to the Telecom sector of Pakistan.

The research does not take into consideration other factors (other than leadership style) affecting job involvement.

Due to limit of time, budget and research members this study will only be based on 200 questionnaires.

LITERATURE REVIEW Transactional leadership is based on the

transaction that occurs between the leader and followers. Leader commits rewards and benefits to the subordinates in return to the fulfillment of agreements with the leader (Bass, 1990)

Transformational leadership is somewhat an addition to transactional leadership; it involves elements of change or transformation of behaviors, attitudes and values (Bass, 1985; Yammarino & Bass, 1990).

Democratic style of leadership is a participatory style of leadership also known as leaderful leadership. Normally, in practice attributes which are referred to this style of leadership i.e., dialogue and deliberation and a leaderful managing approach. Dialogue is a communication mode, it is used in decision making process; which ensures participation of both the manager/leader and subordinates (Joseph A. Raelin, 2012).

Job involvement can be described as the extent to which an individual is immersed in his present job (Brown, 1996). Individuals who have a high level of job involvement have a cognitive relation to the job, while on the other hand individuals with low job involvement find themselves alienated in the organization (Brown, 1996).

LITERATURE GAP Focus of previous researches has

been on the relationship of Leadership styles with organizational performance, change management, motivation, job stress, staff retention and employee performance.

However no research had been done on analyzing and comparing the different Leadership Styles in respect to their impact on Job Involvement.

Literature Gap Continued…

After reviewing the literature we sensed this gap from previous work and decided to work on this area.

THEORETICAL FRAMEWORK

TRANSFORMATIONAL LEADERSHIP STYLE

Transformational leaders engage in “inspirational” behaviors which build subordinates’ self-confidence with respect to goal attainment (Bass and Avolio, 1993).

Theoretical framework Continued…

TRANSACTIONAL LEADERSHIP STYLE

In contrast transactional leadership focus primarily on mistakes or slipping of performance below certain levels. Such transactional behaviors are likely to suppress involvement norms.

Theoretical Framework Continued…

DEMOCRATIC LEADERSHIP STYLE

A study on participatory leadership style and a possible relation between employee’s job involvement and moral conduct with the leadership styles revealed that higher levels of moral and ethical values results in a better determination of overall motivation (Boleslaw Rok, 2009).

THEORETICAL FRAMEWORK MODEL

RESEARCH METHODOLOGY Primary Data will be collected

through questionnaires Data Collection Method - Simple

Random Sampling 200 employees from three telecom

companies Leadership style will be measured

using a 20 statement Multifactor Leadership Questionnaire (MLQ).

Job Involvement will be measured using a 9-statement Job Involvement (JI) scale.

HYPOTHESIS Hypothesis 1: Manager’s

transformational leadership style will have a positive relationship with employee’s job involvement

Hypothesis 2: Manager’s democratic leadership style will have a lower positive relationship with employee’s job involvement as compared to the transformational style.

Hypothesis 3: Manager’s transactional leadership style will have a negative relationship with employee’s job involvement

Q&A

THANK YOU