Leadership Style: A Determinant of Job Involvement

Group Members: Saad Alam Abdul Rehman Hasan 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 employees 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. 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.

It

PROBLEM STATEMENT
Managers

are faced with problems such as low employee involvement and commitment to work time and again.
research study will address the problem that how various leadership styles affect employees job involvement and how leadership styles determine the levels of job involvement within the telecom sector of Pakistan.

Our

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 employees commitment

RESEARCH QUESTIONS
What

are the qualities of leaders that generally influence staffs 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) 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).

Transformational

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

However

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 employees 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: Managers transformational leadership style will have a positive relationship with employees job involvement 2: Managers democratic leadership style will have a lower positive relationship with employees job involvement as compared to the transformational style. 3: Managers transactional leadership style will have a negative relationship with employees job involvement

Hypothesis

Hypothesis

Q&A

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