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Impact of Transactional, Transformational and Laissez-Faire Leadership Styles on Motivation: A Quantitative Study of Banking Employees in Pakistan

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  • Memoona Zareen
  • Kiran Razzaq
  • Bahaudin Mujtaba

Abstract

Employee motivation is vital for the accomplishment of organizational goals. In this regard, manager-employee relationships become important for achieving employee motivation by applying effective styles of leadership. Managers vary in their values, attitudes and behaviors and the way they lead their followers. This study examines the value and impact of transactional, transformational and Laissez-faire leadership styles on motivation of banking sector employees. A sample of 100 employees from 5 different commercial banks was surveyed and empirical analysis showed that all three leadership styles have significant positive impact on employee motivation. Implications and suggestions for practice are presented. Copyright Springer Science+Business Media New York 2015

Suggested Citation

  • Memoona Zareen & Kiran Razzaq & Bahaudin Mujtaba, 2015. "Impact of Transactional, Transformational and Laissez-Faire Leadership Styles on Motivation: A Quantitative Study of Banking Employees in Pakistan," Public Organization Review, Springer, vol. 15(4), pages 531-549, December.
    • Handle: RePEc:kap:porgrv:v:15:y:2015:i:4:p:531-549
    DOI: 10.1007/s11115-014-0287-6
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    References listed on IDEAS

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    1. Riaz, Adnan & Haider, Mubarak Hussain, 2010. "Role of transformational and transactional leadership on job satisfaction and career satisfaction," Business and Economic Horizons (BEH), Prague Development Center (PRADEC), vol. 1(1), pages 1-10, April.
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    5. Organ, Dennis W., 1996. "Leadership: The great man theory revisited," Business Horizons, Elsevier, vol. 39(3), pages 1-4.
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    Cited by:

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    3. Ahmad Rizky Hariadi & Muafi Muafi, 2022. "The effect of transformational leadership on employee performance mediated by readiness to change & work motivation: A survey of PT. Karsa Utama Lestari employees," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(6), pages 252-263, September.
    4. Muhammad Zeeshan Fareed & Qin Su & Muhammad Umer Aslam, 2023. "Transformational Leadership and Project Success: The Mediating Role of Psychological Empowerment," SAGE Open, , vol. 13(1), pages 21582440231, February.
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    6. Suguneswary A. P. Subramaniam & Yashar Salamzadeh & Bahaudin G. Mujtaba, 2023. "The Mediating Role of Dynamic Capability on the Relationship between E-Leadership Qualities and Innovation Management: Insights from Malaysia’s Medical Device Industry," Sustainability, MDPI, vol. 15(24), pages 1-24, December.
    7. Ahmad Aizuddin Md Rami & Zeinab Zaremohzzabieh & Faiq Aziz & Ismi Arif Ismail & Haslinda Abdullah, 2022. "Moderating Role of Extrinsic and Intrinsic Motivations in the Relationship between Community Leadership and Social Capital in Rural Malaysia," Sustainability, MDPI, vol. 14(24), pages 1-16, December.
    8. Belal A. Kaifi & Bahaudin G. Mujtaba & Mustafa G. Mujtaba, 2022. "The Impact of Acculturation on the Leadership Style of Afghan American Registered Nurses Working in the United States’ Healthcare System," Public Organization Review, Springer, vol. 22(1), pages 173-191, March.
    9. Afshan Jabeen & Salahuddin Khan & Mehwish Manzoor, 2019. "Relationship between Teacher Motivation and Leadership Styles: An Empirical Study of Public Sector Colleges of Punjab, Pakistan," Global Regional Review, Humanity Only, vol. 4(4), pages 412-423, December.
    10. Mukesh Kumar & Suruchi Pandey & Vinita Sinha & Anugamini Priya Srivastava, 2019. "Influence Of Leadership Styles Of Bankers In Decision Making On Loans To Start-Up Entrepreneurs," Journal of Developmental Entrepreneurship (JDE), World Scientific Publishing Co. Pte. Ltd., vol. 24(04), pages 1-13, December.
    11. Alaegbu Anastecia Nkeiru & Barisua Fortune Nwinee, 2019. "The Impact of Management Styles on Business Decision Making: Exploring the Different Models of Decision Making," International Journal of Science and Business, IJSAB International, vol. 3(3), pages 210-229.

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