Abstract
It is widely accepted by researchers that leaders play important roles in improving employee performance. However, consensus on adopting leadership styles is subjected to argumentative rigour. Previous studies have found evidence that directive leadership style is effective in resolving team's task and role ambiguity; in improving performance and core task performance. Among other leadership behaviours, supportive leadership is identified as an effective leadership approach that heeds employees' personal needs; providing them with social and emotional support. Directive and supportive leadership styles are found to complement each other resulting in improved performance outcomes. Path-Goal Theory proposes both leadership behaviours are among the rooted four leadership styles, namely: directive, supportive, participative, and achievement-oriented, that optimizes the employee and work environment to achieve a goal. Several factors including motivation and organisational citizenship behaviour are perceived to determine the appropriateness of leadership styles to be employed situationally. This paper presents a conceptual framework that depicts the mediating effect of these two factors on the relationship between leadership styles and task performance. Empirical results will be presented in the sequel to this theoretical study.
Highlights
Research suggested that leaders adopting various types of leadership styles influence task performance (Lorinkova et al, 2013; Martin et al, 2013)
Objectives of the Study This study aims to add to the body of knowledge of leadership development on the impacts of differential leadership styles on employee task performance and the mediating roles of motivation and organisational citizenship behaviour (OCB) on the relationships
In Malaysian construction and quarrying sectors, poor employee task performance behaviours could have contributed to the increase in fatal industrial accidents at the workplace since 2018
Summary
Research suggested that leaders adopting various types of leadership styles influence task performance (Lorinkova et al, 2013; Martin et al, 2013). Management and psychology literature suggested that individuals need motivation, reward, satisfaction for better performance, and willingness to perform extra-role activities discretionally (Ibrahim & Aslinda, 2014; Bateman & Snell, 2011) These extra-role activities would enhance positive organisational citizenship behaviour (OCB) on the main effects of employee dispositions and job attitudes, which are essential for the enhancement of the organisation's productivity outcome (Itiola et al, 2014). This theoretical study explores the influence of motivation and OCB on the relationship between leadership styles, namely directive and supportive leadership style, and task performance
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