The relationship between leadership styles and job performance : the moderating role of performance appraisal politics

The relationship between leadership styles and job performance : the moderating role of performance appraisal politics

Drawing upon the leader-member exchange theory and equity, fairness and justice theory, the present study examined the role of performance appraisal politics in moderating both relationships between transactional and transformational leadership styles with job performance. This study also examined t...

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Main Author: Syed Mir, Muhammad Shah
Format: Thesis
Language:eng
eng
Published: 2016
Subjects:
HF5549-5549.5 Personnel Management
Employment
Online Access:https://etd.uum.edu.my/7158/1/s94900_01.pdf
https://etd.uum.edu.my/7158/2/s94900_02.pdf
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institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Ab Hamid, Kamal
topic HF5549-5549.5 Personnel Management
Employment
spellingShingle HF5549-5549.5 Personnel Management
Employment
Syed Mir, Muhammad Shah
The relationship between leadership styles and job performance : the moderating role of performance appraisal politics
description Drawing upon the leader-member exchange theory and equity, fairness and justice theory, the present study examined the role of performance appraisal politics in moderating both relationships between transactional and transformational leadership styles with job performance. This study also examined the corresponding dimensions of transactional and transformational leadership styles in relation to job performance. Using the quantitative inquiry, the survey method employed had collected a total of 266 responses from bank managers of six large banks in Sindh, Pakistan. They were selected using the stratified random sampling technique. The PLS-SEM analyses revealed that the study supported both the hypothesized relationships between transactional leadership, transformational leadership styles and job performance. Specifically, positive relationships were found between two dimensions of transactional leadership (contingent reward and management by exception [active]) with job performance. Conversely, the significance of relationship between management by exception (passive) and job performance was not supported. However, except intellectual stimulation, remaining four dimensions of transformational leadership styles, namely, idealized influence (attributed), idealized influence (behavior), inspirational motivation, and individualized consideration, were found positively related to job performance. Additionally, while performance appraisal politics moderated the relationship between transformational leadership style and job performance, the reverse was found for the relationship between transactional leadership style and job performance. In general, the results suggested that transformational leadership indeed plays an integral role in facilitating job performance; this relationship is strengthened in the presence of the moderating variable, performance appraisal politics. Finally, the theoretical, methodological, and practical implications were also included
format Thesis
qualification_name Ph.D.
qualification_level Doctorate
author Syed Mir, Muhammad Shah
author_facet Syed Mir, Muhammad Shah
author_sort Syed Mir, Muhammad Shah
title The relationship between leadership styles and job performance : the moderating role of performance appraisal politics
title_short The relationship between leadership styles and job performance : the moderating role of performance appraisal politics
title_full The relationship between leadership styles and job performance : the moderating role of performance appraisal politics
title_fullStr The relationship between leadership styles and job performance : the moderating role of performance appraisal politics
title_full_unstemmed The relationship between leadership styles and job performance : the moderating role of performance appraisal politics
title_sort relationship between leadership styles and job performance : the moderating role of performance appraisal politics
granting_institution Universiti Utara Malaysia
granting_department School of Business Management
publishDate 2016
url https://etd.uum.edu.my/7158/1/s94900_01.pdf
https://etd.uum.edu.my/7158/2/s94900_02.pdf
_version_ 1776103690619322368
spelling my-uum-etd.71582023-03-09T03:08:07Z The relationship between leadership styles and job performance : the moderating role of performance appraisal politics 2016 Syed Mir, Muhammad Shah Ab Hamid, Kamal School of Business Management School of Business Management HF5549-5549.5 Personnel Management. Employment Drawing upon the leader-member exchange theory and equity, fairness and justice theory, the present study examined the role of performance appraisal politics in moderating both relationships between transactional and transformational leadership styles with job performance. This study also examined the corresponding dimensions of transactional and transformational leadership styles in relation to job performance. Using the quantitative inquiry, the survey method employed had collected a total of 266 responses from bank managers of six large banks in Sindh, Pakistan. They were selected using the stratified random sampling technique. The PLS-SEM analyses revealed that the study supported both the hypothesized relationships between transactional leadership, transformational leadership styles and job performance. Specifically, positive relationships were found between two dimensions of transactional leadership (contingent reward and management by exception [active]) with job performance. Conversely, the significance of relationship between management by exception (passive) and job performance was not supported. However, except intellectual stimulation, remaining four dimensions of transformational leadership styles, namely, idealized influence (attributed), idealized influence (behavior), inspirational motivation, and individualized consideration, were found positively related to job performance. Additionally, while performance appraisal politics moderated the relationship between transformational leadership style and job performance, the reverse was found for the relationship between transactional leadership style and job performance. In general, the results suggested that transformational leadership indeed plays an integral role in facilitating job performance; this relationship is strengthened in the presence of the moderating variable, performance appraisal politics. Finally, the theoretical, methodological, and practical implications were also included 2016 Thesis https://etd.uum.edu.my/7158/ https://etd.uum.edu.my/7158/1/s94900_01.pdf text eng public https://etd.uum.edu.my/7158/2/s94900_02.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Abbas, M., & Raja, U. (2014). Impact of perceived organizational politics on supervisory-rated innovative performance and job stress: Evidence from Pakistan. Journal of Advanced Management Science, 2(2), 158-162. 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