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

Sakshi Sharma¹ , Manju Nair²

1. Department of Management, ISIM, 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.84-89, Mar-2020

Online published on Mar 30, 2020

Copyright © Sakshi Sharma, Manju 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.
 

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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

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