Abstract
"This study examines the relationship between transformational leadership and employee performance based on a survey conducted on 150 employees in low and middle level management positions in the Ministry of Public Works in Kabul, Afghanistan. The survey questionnaire consisted of questions about employee performance, transformational leadership (6 dimensions), pay satisfaction, job security, and demographic control variables. The result of OLS regression analysis concludes that two dimensions of transformational leadership – identifying and articulating a vision, and intellectual stimulation – are statistically significant and positively related to employee performance. In addition, job security is highly significant and related to employee performance."
Highlights
Because employee performance is essential for organizational outcome, many scholars have identified various factors influencing it (e.g., Hassan and Hatmaker, 2015; Wright, 2007; Frank and Lewis, 2004; Erez, Earley and Hulin, 1985)
This study examines the relationship between transformational leadership and employee performance based on a survey conducted on 150 employees in low and middle level management positions in the Ministry of Public Works in Kabul, Afghanistan
Leadership has been considered a key factor of employee performance (Moynihan, Pandey and Wright, 2012); if employee performance is theoretically dependent on leadership, the question arises as to which type of leadership in practice is more effective in influencing employee performance? Recently, studies have concluded that transformational leadership is positively associated with employee performance (e.g., Lowe, Kroeck and Sivasubramaniam, 1996; Dvir et al, 2002; Kark, Shamir and Chen, 2003; Piccolo and Colquitt, 2006; Parrlberg and Lavigna, 2010; Wright and Pandey, 2010)
Summary
Because employee performance is essential for organizational outcome, many scholars have identified various factors influencing it (e.g., Hassan and Hatmaker, 2015; Wright, 2007; Frank and Lewis, 2004; Erez, Earley and Hulin, 1985). Studies have concluded that transformational leadership is positively associated with employee performance (e.g., Lowe, Kroeck and Sivasubramaniam, 1996; Dvir et al, 2002; Kark, Shamir and Chen, 2003; Piccolo and Colquitt, 2006; Parrlberg and Lavigna, 2010; Wright and Pandey, 2010). Transformational leaders can use their skills of emotional and social intelligence to change members’ behavior (Bass and Avolio, 1994). Because of these characteristics, transformational leadership is considered a crucial organizational factor in improving employee performance; correspondingly, researchers in the field assert that transformational leadership positively impacts on employee performance (e.g., MacKenzi, Podsakoff and Rich, 2001; Dubinsky et al, 1995; Yammarino et al, 1997). The current study tries to find whether transformational leadership is associated with employee performance and which dimensions of leadership are more important to public employees’ performance in Afghanistan
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