REFLECTION OF THE TRANSACTIONAL LEADERSHIP STYLES IN THE ORGANIZATIONAL PRODUCTIVITY: A MONOGRAPHIC STUDY

Abstract

This research study attempts to explain whether the leadership style is reflected in the productivity of an enterprise. The productivity, measured with the help of eight criteria, was assessed against the three leadership styles known as task orientation, people orientation and shared leadership. Apart from some isolated instances, findings of the study did not suggest significant and consistent relationships between leadership styles and productivity measures.  This idiosyncratic finding could have been explained by the methodological issues and contextual variables. First, it was recommended that at least the descriptions of three parties namely, leader himself/herself, leader’s boss, and the leader’s subordinates should be used in assessing the leadership style.  Secondly, it was concluded that leadership, as a research phenomenon could not be separated from its context. Thirdly, contextual variables such as characteristics of subordinates, nature of the work, organizational culture were found to moderate and / or substitute the influence of leadership style.

Key words:  Transactional Leadership Styles, Organizational Productivity, Monographic Study

For full paper: fmscresearch@sjp.ac.lk