Perception Difference among Leader’s and Follower’s for leadership style and employee performance: Case on Public and Private Banks in India

S. Sharma¹ , M. Nair²

1. Department of Management, ISIM, Research Scholar, Rajasthan Technical University, Kota, Rajasthan, India.
2. Department of Management, International School of Informatics & Management Technical Campus, Jaipur, India.

Section:Research Paper, Product Type: Journal-Paper
Vol.6 , Issue.3 , pp.51-57, Mar-2020

Online published on Mar 30, 2020

Copyright © S. Sharma, M. Nair . This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
 

View this paper at   Google Scholar | DPI Digital Library

XML View     PDF Download

How to Cite this Paper

260 Views    216 Downloads    83 Downloads

Abstract :
The global economy challenges have increased the complexity of creating high performance segment for banking industry. Leader plays an influential role in inspiring employees undergoing changes and in expanding the organizational opportunities by focusing on high-performing employees, but currently leaders are facing a major challenge of retaining talent from employees in the organization. Leaders or managers gets the opportunity to lead, not because of their designation, but because they are anticipated and acknowledged as the leader by their subordinates. Extensive researches had projected that leaders & followers perceived differently about the value of their relationships. At this point, leader’s awareness of the differences in perception of their leading style and what their followers perceive is a critical matter. A huge disagreement exposes the lack of leader’s self-knowledge & poor style, which leads to an adverse organizational milieu. This case would aid leaders to nurture themselves, once they develop awareness about the style, they demonstrate to followers in diverse work surroundings. The purpose of this case is to compare the leadership styles of managers from superior’s perception through self-rating and their follower’s perception through followers rating in public and private banks. The identified leadership styles, were taken from behavioural MLQ taxonomy of Bass (2000). The data of 102 immediate supervisors & 422 subordinates was contained from Banks branch managers & employees respectively. After measuring through statistical t-tests, the outcome shows the significant differences among responses of leaders and subordinates in private banks for transformational and transactional style in comparison to public banks. The outcome of this research study suggests that greater efforts should be placed on development of the company`s leaders` styles from follower’s perception also. Future studies could be measures more consistently on several other leadership styles at different demographic sample, which could carry out optimistic performance from employees.

Key-Words / Index Term :
supervisor perception, leadership style, follower’s perception, full-range leadership model, multifactor leadership questionnaire

References :
[1] Alhaji Umar Lawal Aliyu, “Impact of Effective Leadership in Organizational Performance,” International Journal of Scientific Research in Multidisciplinary Studies, Vol.5, Issue.1, pp.15-25, 2019.
[2] Scouller, J. (2011). The three levels of leadership: How to develop your leadership presence, knowhow, and skill. Management Books, 2000.
[3] Ojokuku, R. M., Odetayo, T. A., & Sajuyigbe, A. S., “Impact of leadership style on organizational performance: a case study of Nigerian banks”. American journal of business and management, 1(4), 202-207, 2012.
[4] Shields, John, Michelle Brown, Sarah Kaine, Catherine Dolle-Samuel, Andrea North-Samardzic, Peter McLean, Robyn Johns, Patrick O`Leary, Geoff Plimmer, and Jack Robinson. “Managing employee performance & reward: Concepts, practices, strategies”, Cambridge University Press, 2015.
[5] Boseman, G., “Effective leadership in a changing world, Journal of Financial Service Professionals, Vol. 62, No 3, pp.36-38, 2008.
[6] Campbell JP. “Modeling the performance prediction problem in industrial and organizational psychology”. In: M.D. Dunnette, and L.M. Hough (Eds), Handbook of industrial and organizational psychology, Vol.1 (2nd ed.). Palo Alto, CA: Consulting Psychologists Press., pp. 687-732, 2003.
[7] Brodbeck, F.C, “Cultural variation of leadership prototypes across 22 European countries”, Journal of Occupational and Organizational Psychology, Vol. 73(1), pp. 1-29, 2000.
[8] Ardichvili, A. and Kuchinke, K.P, “Leadership styles and cultural values among managers and subordinates: a comparative study of four countries of the former Soviet Union, Germany and the US”, Human Resource Development International, Vol. 5(1), pp. 99-117, 2002.
[9] Jung, D. I. & Avolio, B. J., “Effects of leadership styles & followers’ cultural orientation on performance in group & individual task conditions”, Academy of Management Journal, Vol. 42(2), pp. 208-218, 1999.
[10] Kaur, “Leadership Behaviour in Public and Private Sector Banks in Chandigarh two Region, India”, E-Journal, Volume 4, Issue 1, ISSN 2250-348x, Jan-Mar,2014.
[11] Sharma, J.P. & Bajpai, N. “Effective Leadership and its Linear Dependence on Job Satisfaction: A Comparative Study in Public and Private Organization in India”. Research Journal of International Studies, 16 (9), 73-83, 2010.
[12] Kajal, M. Sharma, "Performance of Indian public and Private sector banks: A comparative study." International Journal of Innovation, Management and Technology, 249-256, 2011.
[13] Piccolo, R. F., & Colquitt, J. A, “Transformational leadership and job behaviors: The mediating role of core job characteristics”. Academy of Management journal, 49(2), 327-340, 2006.
[14] Judge, T. A., & Piccolo, R. F., “Transformational and transactional leadership: a meta-analytic test of their relative validity”. Journal of applied psychology, 89(5), 755., 2004.
[15] Podsakoff, Philip M., Scott B.M, & William H. B. "Meta-analysis of the relationships between Kerr and Jermier`s substitutes for leadership and employee job attitudes, role perceptions, and performance." Journal of Applied psychology 81, no. 4:380,1996.
[16] Borman, W., & Motowidlo, S, A theory of individual differences in task and contextual performance. Human Performance, 10(2), 99–109, 1997.
[17] Bass B.M. & Avolio B.J, “MLQ Multifactor Leadership Questionnaire”. Redwood, C.A. Mingarden Inc, 2000.
[18] Koopmans, L, “Measuring individual work performance”. Amsterdam: Department of Public and Occupational Health Vrije Universiteit University Medical Center, 2014.
[19] Flemming, Paul L. “Similarities and Differences between Public and Private Sector Leadership Strategies in the Caribbean: Empirical Findings on the Link between Leadership, Culture, and Performance.” (2016).
[20] Mehta, & Mahajan, ‘‘Leadership styles of managers: Comparative study of public & private sector banks.’’ ZENITH International Journal of Business Economics & Management Research, Volume: 2, Issue: 9: 64-84, 2012.
[21] Faud N Shaikh, “Managerial Leadership Style in the Private sector in Jordan”, Dept of MGT Studies, Glasgow Business school, University of Glasgow, 1988.
[22] Bichango O.E & Akash S. B, “Training and Development practices in some selected public and private banks on Karnataka – An empirical Study”, Indian Business Scenario and jobless Growth- concerns and solutions, first edition, Himalaya publishing house, 2012.
[23] Garg, Shalini, and Shilpa Jain. "Mapping leadership styles of public and private sector leaders using Blake and Mouton leadership model." Drishtikon: A Management Journal 4, no. 1: 48, 2013.
[24] Belias D. & Koustelios A, “Transformational leadership and job satisfaction in the banksing sector: A review”. International Review of Management and Marketing. Volume 4, Issue 3. p. 187-200, 2014.
[25] Bass B. M, “Transactional to transformational leadership: Learning to share the vision”, Organizational Dynamics (Winter): 19-31, 1990.
[26] Bhandarker, A. and Rai, S, “Positive transformational leadership: case study of an Indian public sector banks”, Asia-Pacific Journal of Business Administration, Vol. 7 No. 1, pp. 34-55, 2015.
[27] Akhtar T.& Butt M.R, ‘‘Leadership styles in public and private sector Banks of Rawalpindi and Islamabad,’’ Pakistan Journal of psychological research, vol.17, No.3-4, 2002.
[28] Lowe, K., Kroeck, K., & Sivasubramaniam, N., “Effectiveness correlates of transformational and transactional leadership: A Meta-analytic review of the MLQ literature”, Leadership Quarterly, Vol. 7, No. 3, pp.385-425, 1996.
[29] Bennett, T, “The relationship between the subordinate’s perception of the leadership style of IT managers and the subordinate’s perceptions of manager’s ability to inspire extra effort, to be effective, and to enhance satisfaction with management”, Academy of Strategic Management, Vol. 8, No.1, 2009.
[30] M. Iqbal, “A Comparative Study of Organizational Structure, Leadership Style and Physical Facilities of Public and Private Secondary Schools in Punjab and their Effect on School Effectiveness”, University of Punjab, Lahore, July-2005.
[31] Pulapa S.R, Ponnusamy M.A.C. Mellam, “Leadership Styles and their Contribution to Performance and Satisfaction of Leaders and Followers in State and Private Enterprises in Papua New Guinea”, Delhi Business Review, Vol.9, No., Jan-2008.
[32] Bristow, M. & Clarke, M. (n.d.). “Similarities and Differences between Leadership Development in the Private and Public Sectors? General Management Development Group, Cranfield School of Management,1996.