Faculty of Management Sciences

Fundamentals of Management & Organization

Submitted to: Dr. Abdul Karim

Submitted by
Muhammad Usama Umer (0001)
Naveed Ahmad (0038)

Topic
The impact of leadership style on employee
productivity.
Abstract
The goal of this research is to determine whether the effort spent on leadership style
influences how effectively employees generate results. A sample size of 30 respondents
out of the population was used. The study employed a quantitative method in which the
research questionnaire was formed. For the assessment of the impact of leader’s style
on employee performance, a 5-scale Likert survey was used. Demographical analysis,
descriptive analytics and regression analysis were documented. One of the most
important descriptive statistics is that democratic leadership style whereby it stands on
first, followed by laissez-faire leadership style and autocratic leadership style located at
the second level. Democratic leadership style has the lowest mean value corresponding
to 1.73 and standard deviation value of 0.740, laissez-faire leadership style scores the
second lowest mean value corresponding to 2.27 and standard deviation value of 1.143,
and autocratic leadership style has the highest mean value corresponding to 4.90 and
standard deviation value of 0.305 indicating that autocratic leadership style is poorly
correlated with employee performance.This study is conducted by regression coefficient
analysis in which it has shown that there is a positive and significant influence of
democratic and laissez-faire leadership style to the employee performance. The value of
beta coefficient for the autocratic leadership style is -0.423 with a significance level
0.006 and as we can see, it is higher than that of will be taking its corresponding
calculated values which clearly indicates to being significant impact on employee
performance

Introduction
Leadership plays an important role in constructing the work environment and
employee’s engagement and their productivity. These skills are greatly influenced by
leadership. The main element in leadership is engagement that how focused and how
engaged a worker with his work. Beyond establishing traditional hierarchies, effective
leadership entails embracing a variety of leadership philosophies that talks about the
ambition and needs of the workforce. This article will examine leadership philosophies
that we have been shown to increases worker engagement and productivity. Team, ET.
“Leadership styles that drive employee engagement and productivity”. The Economic
Paper, (2023).
To increase productivity at work, it is essential to understand your style of leadership
and what is the effect of this leadership style on your team. The stronger support for the
company’s brand, more staff engagement and enhanced overall productivity are just a
few benefits that come with having effective leadership in place. Moreover, when
leaders do a good job, it makes whole team work better, stay happy, and support the
company more. Rose, Dan. “How Leadership Styles Affect Organizational and
Employee Productivity” (2019).
The implementation of an inadequate leadership approach might cause difficulties in the
planning and execution of work for employees, human resources, and supervisors.
Leadership styles also have an impact on staff performance and happiness. Basically,
main purpose is to search out which leadership style affects workers the most and how
effective leadership conduct leads to positive results. Tewari et al. “Leadership styles
and productivity.” Canadian Canter of Science and Education, (2019).
Leadership has great impact on employee’s management and productivity that how
effectively a team functions and how content and driven people are greatly influenced
by leadership. Successful organizations are helped by having good leaders. They are
also essential for fostering worker engagement and productivity. On the other hand, staff
performance is key to an organization’s success, and leaders require values like honesty,
competency. And clarity to win over followers and influence over time. In essence, the
success and growth of an organization depend on having good leadership. Setiawan et
al. “The Impact of Leadership Styles on Employees Productivity in Organizations: A
Comparative Study Among Leadership Styles.” Productivity management, (2021).
Furthermore, leadership style matters significantly in companies which provide
services, such as banks. This is due to the reason that it has a direct impact on how
efficiently the economy expands, particularly in emerging nations. The banking industry
is expanding in Pakistan, and to keep up with the competition, banks must effectively
manage their workforces through a variety of leadership philosophies. Having a good
leadership becomes even more important as the banking industry in Pakistan confronts
difficulties including frequent staff turnover and job stress. The skill of leadership is
also essential because it sets clear objectives and facilitates cooperation among members
of a group, guiding and directing them. effective leaders inspire and encourage their
group, fostering an environment where everyone is driven to perform to the highest
standard. They handle issues, making critical choices, and hold the group responsible
for its deeds. Recognizing the strengths and shortcomings of each team member helps
leaders create cohesive groups. They successfully communicate, embrace change, and
promote creativity and innovation. However, leadership is critical to fostering a happy
workplace, directing the group towards and assisting everyone in developing and
learning from one another. Asrar-ul-Haq, M., Kuchinke, K. Peter. “Impact of leadership
styles on employees’ attitude towards their leader and performance: Empirical evidence
from Pakistani banks.” Future business journal, (2016).

Literature Review
The purpose of this study is to investigate the effects of two distinct leadership
philosophies transformational and transactional on workers' motivation in Pakistan's
banking industry. To influence employee behaviour and shape the work environment,
leadership is essential. While transactional leadership takes a more organised approach
utilising incentives and punishments to promote performance, transformational
leadership is recognised for inspiring and motivating individuals by building a shared
vision and commitment. Employees from both public and commercial banks provided
data for the study, which ensured a varied representation by selecting participants at
random from a range of demographic backgrounds. The purpose of this study is to
investigate the relationship between different leadership philosophies and employee
motivation, which is a critical factor associated with higher output, job satisfaction, and
overall organisational performance. Chaudhry et al. “THE Impact of Transformational
and transactional leadership styles on the motivation of employees in Pakistan.”
Pakistan Economic and Social Review, (2012).
This research paper explores and focus on the department of petroleum resources that
how leadership styles affect worker’s performance in Nigeria’s public sector. Three
different leadership philosophies are examined in the study such as transactional,
transformational, and laissez-faire. The research employed a five-point scale
questionnaire to obtain primary data from a sample of 100 individuals who were chosen
at random. Furthermore, this study discovered a favourable correlation between the
evaluated leadership styles and employee performance, particularly in terms of
organisational commitment, organisational citizenship behaviours and work
satisfaction, by utilising regression analysis to analyse this data. O. A. Kehinde., H. A.
Banjo. “A Test of the Impact of Leadership Styles on Employee Performance: A Study
of Department of Petroleum Resources.” International Journal of Management
Sciences, (2014).
This study explores the critical function of ethical leadership in businesses and how it
affects raising worker productivity. Fostering a favourable work environment and
attaining organisational objectives in a sustainable manner are made possible by ethical
leadership, which entails supporting moral principles and just behaviours. Moreover,
the principal objective of the research is to compile current and relevant data about moral
leadership behaviours that enhance worker output. This research delves at the
correlation between moral management and a range of aspects, including work
happiness, psychological wellness, employee voice, leader-follower connection, and
equality sensitivity. Four hundred employees took part in the data collection process by
answering questionnaires. Confirmatory factor analysis and structural equation
modelling (SEM), utilising PLS, Amos, and SPSS software, were among the advanced
statistical techniques used in the investigation. Nouman, Rida., Qamar, Ayesha. “The
impact of ethical leadership on employee productivity.” Journal of Management and
Human Resource, (2018).
The goal of this research is to improve workplace performance, with a particular
emphasis on the roles that leadership, rules of behaviour, and present productivity levels
play. The intention is to give a thorough grasp of the ways in which these variables
affect worker performance, providing insightful information for future worker training.
Regression analysis is used in the selected quantitative scientific approach to quantify
the relationships between variables. Furthermore, the study focuses on Hotel Kemang
staff members, using them as a sample to make inferences regarding elements that
contribute to performance improvement. Preliminary results show that several elements,
such as good leadership, well-defined discipline guidelines, and increased work
productivity, have a significant impact on performance improvement. The study
emphasises that a crucial component of overall strong employee performance is
productivity. Arif, Fathan. “The influence of transformational leadership, discipline,
productivity and employee performance.” Scientific journal of Reflection: Economic,
Accounting, Management and Business, (2021).
The purpose of this study was to ascertain how work discipline, motivation, and
leadership style affect PT. ABC Makassar employees' performance. They sought to
determine if each of these elements affected how successfully workers performed their
duties alone and together. All 50 workers of PT. ABC Makassar provided data to the
researchers via a survey. The results indicated that while employee performance at PT.
ABC Makassar was generally satisfactory, there was still opportunity for growth in
terms of leadership style, motivation, work discipline, and overall performance. The
investigation revealed that these characteristics collectively had a considerable impact
on worker performance. When examining each one separately, though, only work
discipline significantly and favourably affected employee performance. Razak, Abdul
et al. “Effect of Leadership Style, Motivation and Work Discipline on Employee
Performance in PT. ABC Makassar.” International Review of Management and
Marketing, (2018).
This study investigates the effects of leaders on workers performance in Indian banks.
They examined two different leadership concepts: transactional leadership and
transformational leadership. Employees of international and private banks were polled.
The findings proved that when managers used a task-focused approach, staff members
at private banks in India performed better. However, at foreign banks, workers did better
under supportive and motivating supervisors. This discrepancy can be attributed to
cultural assumptions. Task-focused leadership, in which managers have more influence
over their subordinates, has been linked to improved employee performance in India, a
country known for its respect for authority. Singh, Kavita. “Leadership Style and
Employee Productivity: A Case Study of Indian Banking Organizations.” Journal of
Knowledge Globalization, (2015).
The focus of this study was to study and come up with an understanding of the influence
that different leadership styles such as autocratic, democratic or laissez-faire had on a
given employee’s performance in the organization. With the conclusion of this study on
what apparently is a promising topic, future employees will benefit from understanding
which form of leadership benefits them to obtain occupational gratification and career
success. It can be useful for managers to determine what kind of leadership leads the
efficiency and possible ways of activating employees through adequate leadership. The
system is also useful to companies operating in Malaysia where it assists the companies
in identifying great leaders who can increase the performance of the company and may
lead the same down a path filled with success.

Research Objectives
 To study about how Democratic Leadership Style affects the employee efficacy.
 To analyse the effect of Autocratic Leadership Style on Employee Performance
 To explore how Laissez Faire leader affects employee performance.

Research Methodology
The whole study focuses on the role of leadership development and its effect on
employee performance. In this research, therefore we have come up with a proposition
based on the understanding that leadership development is achievable through some
identified aspects which can be used in teaching workforce of an organization to develop
leadership qualities. We shall attempt to analyse their significance and worth in the
Pakistani organization. The identified variables are coaching, empowerment and
participation.

Research Design
This research is designed to examine the correlation between employee performance
and leadership development variables. Each variable has its own dimensions. And has
different impact on employee performance. But the relation and type of intensity would
be measured to determine nature and extent

Selection of Sample
Respondents were selected for performing the research who work in an organization
and had enough qualification as well experience. Thus, convenience sampling method
was employed in this study. It is interesting to mention that data will be gathered from
the top and middle level managers, but new entrants or front-line mangers were not
considered in research due to their insufficient work experience majority of them did
not delegate participate empower specifically although they had been trained.

COCEPTUAL FRAMEWORK
Such a leadership instigates innovativeness, creativity and team working, people are
usually taken to projects that shall see their performance increase, job satisfaction goes
up as well as the productivity level of employees (Verba, 2015). According to Iqbal, et
al. (2015), democratic leaders lack in offering any opinions but instead they seek
opinions from other people. The approach encourages every member to join the decision
making process, and also facilitate the entire developmental life cycle to achieve its aim
successively.The democratic leadership style also increases the benefits of having an
additional leader to serve the organization and has active participation among all people
on the team. Democratic leaders give encouragement for participation of team members
to play a significant role in the final decision making process, while power lies with the
hand of leader and guides the team what to do, how to do, and employees communicate
their suggestions, experience and recommendations (Skogstad ,2015).
H1: In relation to the impact of democratic leadership on employee performance, it is
seen that there is a positive significant relationship.
Autocratic leadership covers everyone leader who does not allow team members to
participate in decision-making and approaches traditionally when the rapid terminate is
defined, as absolute opinions are unnecessary for gaining productive results (Boehm et
al., 2015). Staff members and team gives small or no opportunities to offer suggestions
even they may be what is good for a group or an organization (Amanchukwu et al.,
2015). The decision-making process under an autocratic leader has rarely follower’s
advice or suggestions. Also, the absentee being at large controls a group of people
almost all (Zareen et al., 2015). As Iqbal et al. (2015) states, such autocratic
governments issue orders without offering reasons or sharing the intentions in how these
things will eventually develop.
H2: Employee performance is significantly positively influenced by an autocratic form
of management style.
Under this approach, the team members ability skills and performance determines its
effect in doing the work (Adler & Reid, 2008). Individuals working within team are
allowed to take in decisions, which means that particular of leaders leave zero freedom
levels towards subordinates, give the chance to people them work on their bases and
make significant decisions (Coyle Shaprio ,2013). Other renowned researchers have
noted that Laissez-Faire style had improved the job satisfaction level as well as made
employees work harder, but could be a blow if team does not know how to use its time
wisely or if it is selfmotivated fordoing their work effectively (Martin, 2013). Laissez-
Faire leadership style always contributes to more level of chaos among the organization
due to the number of individual whatever and believes he or she is a leader (Monzani,
2015).
H3: The effect of laissez-faire leadership style is a positive and significant one to
employee performance.
1. RESEARCH DESIGN AND METHODOLGY

Research Design and Strategy

However, this research is explanatory because the study takes an interest to find out how
leadership styles influence workers’ work outputs. In any case, the main presupposition
of the explanatory research design is putting forward a hypothesis after which gathering
much information on its basis in an attempt to reach all set objectives. In addition, the
researcher must consider to objectively quantify the performance and its variations in
terms of various levels of leader traits; thus need quantitative method for more
appropriate study. It will facilitate analysis of the information in a statistical form so can
assess the effects that were as per the set objectives.

Data Collection

The most appropriate way in which the required primary data is collected is that a
questionnaire is disseminated. A five point Likert scale questionnaire was developed to
provide the respondents ease of answering the questions as per their level of agreement
(McLeod, 2008). The Likert scale follows the format of: Response Scale 1) Strongly
Disagree; 2) Disagree; 3) Neutral 4) Agree, and 5 Strongly Agreed. Four key variables
to base the questionnaire development include democratic leadership, autocratic
leadership, laissez-faire leadership and employee performance.

DATA COLLECTION TOOL

Primary and secondary sources of data collection are used in order to determine the
outcome of the study. The outcome of the above hypotheses was to be measured using
a primary source, which is questionnaire and secondary sources that were other
materials or research from international journals available online. The leadership
development and employee performance were evaluated according to the
aforementioned hypothetical model. As such, the questionnaire had three questions per
coaching empowerment and participation to establish their importance on employee
performance.

DATA ANALYSIS
40 questionnaires were circulated and thirty-five (35) respondents returned the filled
ones. Out of these, three completely unfilled whereas two had missing data entries
Hence, 30 questionnaires were integrated into the study as respondents working in
different companies. The research does not identify specific industry sector because
the study is focused on determining how leadership style impacts on employee
performance. In this research, the quantitative approach was used which implied to
applying statistical techniques in order to evaluate the data generated. The programme
used to analyse the data that are collated and disentangle meaningful findings is
known as SPSS. For employee performance on leadership styles, SPSS Analysis, data
analysis, Regression analysis and Descriptive analysis were performed.

Results and Discussion

SAMPLE DATA
There were 40 questionnaires distributed to the employees working in public and
private. Thirty five were returned out of which three questionnaires had missing data
and two are not filled. Consequently, 30 questionnaires were used as data for analysis
in order to present the findings and draw conclusion. Second, the findings are presented
after data analysis.
The demographic characteristics of this research were measured by gender, age, job position
and education level. Gender was categorized into females and males; 10 females and 20 males.
The percentages are 33.33 percent and 66.67 percent respectively. Age was grouped into 21-30,
31-40, 41-50 and 51 and above; the frequency of respondents are 11, 13, 05 and 01 respectively.
The percentages are 36.67, 43.33, 16.67 and 3.33 respectively Job position was grouped into
three categories; junior management, middle management, and top management, with the
frequency of 12, 15 and 03 respectively. The percentages are 40 percent, 50 percent and 3
percent respectively. The education level has two categories : bachelors and master, with the
frequency of 7 and 23 respectively. The percentages are 23.33 and 76.67 percent respectively.

TABLE
Frequency Distribution of Demographic Variables (N=30)
Variable Frequency Percent

AGE
21-30 years 11 36.67

31-40 years 13 43.33

41-50 years 05 16.67

>50 years 01 3.33

Total 30 100

Gender
Female 10 33.33

Male 20 66.67

Total 30 100

Level in Organization
Top 03 10

Middle 15 50

Junior 12 40

Total 30 100

Educational Level
Bachelors 07 23.33

Masters 23 76.67

Total 30 100

Majority of the sample group were holding a masters degree. While analyzing the
demographic distribution it was also identified that greater part of the respondents had
multiple qualification. For instance, if a respondent was an engineer or lawyer he also
held a masters degree such as MBA
Descriptive Analysis
The standard deviation and mean values are used to rank the variable in a descriptive analysis. The independent factors that
have the greatest influence on the dependent variables are those with the highest standard deviation from mean values.

Descriptive Statistics

Mean Std. Deviation N

Employee 1.50 .572 30

Democratic 1.73 .740 30

Autocratic 4.90 .305 30

Laissez-faire 2.27 1.143 30

Democratic leadership style is closely connected with employee performance, as evidenced by

the table above, where it has the lowest mean value of 1.73 and the lowest standard deviation
value of 0.740. With a mean score of 2.27 and a standard deviation of 1.143, laissez-faire
leadership style has the second lowest correlation with employee performance. This suggests a
decent relationship between the two. The autocratic leadership style exhibits a low correlation
with employee performance, as evidenced by its greatest mean value of 4.90 and standard
deviation value of 0.305.

Correlations

Employee Democratic Autocratic Lassez

Pearson Correlation Employee 1.000 .570 -.296 .369
Democratic .570 1.000 .183 .577

Autocratic -.296 .183 1.000 .178

Lassez .369 .577 .178 1.000

Sig. (1-tailed) Employee . .001 .056 .022

Democratic .001 . .166 .000
Autocratic .056 .166 . .173

Lassez .022 .000 .173 .

N Employee 30 30 30 30
Democratic 30 30 30 30
Autocratic 30 30 30 30

Lassez 30 30 30 30
 Regression

When Durbin-Watson are at value of 2, it means there is no auto correlation, value approaching
0 means there is positive correlation, and value towards 4 means there is negative correlation.
The rule of thumb is that a “good fit” model is predicted by a minimum of 60 percent variance
in dependent variable making the model for the research a good fit by having a value of
Adjusted R Square higher than 60 percent. Durbin-Watson test calculates the auto correlation
of the residual from the regression analysis which state that the acceptable range for Durbin-
Watson is within the range of 1.5-2.5.

Model Summary

Change Statistics
Adjusted R Std. Error of R Square Sig. F Durbin-
Model R R Square Square the Estimate Change F Change df1 df2 Change Watson
1 .706a .499 .441 .428 .499 8.621 3 26 .000 1.479

a. Predictors: (Constant), Lassez, Autocratic, Democratic

b. Dependent Variable: Employee

According to the above table, R square value is 0.499 which indicates that 49.9 percent of the
dependent variables can be predicted by independent variables. The adjusted R square is 0.441
which shows that model is not a good fit model as the value is less than 0.60. The Durbin-
Watson value shows no auto correlation among the selected respondents for this study as the
value falls in a range of 1.5-2.5.

Additional analysis will be on coefficients where the range of alpha value of 0.05, 0.001 or
0.01 is used to explain the significant of the variable.

Coefficients

Standardized
Unstandardized Coefficients Coefficients 95.0% Confidence Interval for B
Model B Std. Error Beta t Sig. Lower Bound Upper Bound
1 (Constant) 4.477 1.281 3.496 .002 1.845 7.109

Democratic .454 .132 .586 3.433 .002 .182 .725

Autocratic -.793 .266 -.423 -2.980 .006 -1.340 -.246

Lassez .354 .085 .106 .622 .003 -.123 .229

a. Dependent Variable: Employee

As per shown on the above table, democratic leadership style beta coefficient value is 0.586
with a significant value of 0.002 which is lower than 0.01, hence democratic leadership is found
to have a positive significant impact on employee performance. This finding is similar to
Ojokuku, et al. (2012) where they found that democratic leadership style, in which employees
are allowed to have sense of belonging, believed higher responsibility can be carried out with
little supervision, and leaders help followers achieve their visions and needs, enhance
organizational efficiency. This had been supported by Iqbal, et al. (2015) and Bhatti, et al.
(2012) research.
Autocratic leadership style beta coefficient value is -0.423 with a significant value of 0.025
which is higher than 0.01, hence autocratic leadership is found to have a negative significant
impact on employee performance. This finding is similar to Jayasingam & Cheng (2009) where
they found autocratic power produces negative influence on employee performance. This has
been supported by Puni, et al. (2014) and Akor (2014) research.

Laissez-faire leadership style beta coefficient value is 0.106 with a significant value of 0.003
which is lower than 0.01, hence laissez-faire leadership is found to have a positive significant
impact on employee performance. This finding is similar to a study conducted by Chaudhry &
Javed (2012) in which the result indicates that there is positive and significant relationship
between laissez faire leadership and employee performance. This had been supported by Nuhu
(2010) and Sougui, et al. (2016) research.

Discussion

The results indicate that democratic leadership has a positive significant impact on employee
performance. This supports Iqbal, et al. (2015) that stated under the influence of democratic
leadership employees to some extent has discretionary power to do work that leads to a better
performance. Therefore, democratic leadership produces more motivated employees that
eventually leads to an increased performance. H1: Accepted
The results show that autocratic leadership has a negative significant impact on employee
performance. This supports Jayasingam & Cheng (2009) that stated autocratic leaders
dominates all actions and decisions all the while restricting the innovativeness and creativity
of employees. Therefore, autocratic leaders tend to limit the performance of employees. H2:
Rejected
The results show that laissez-faire leadership has a positive significant impact on employee
performance. This supports Sougui, et al. (2016) that stated laissez-faire leaders allow freedom
on how employees do their work and employees perform with no leadership barriers.
Therefore, employee’s performance is better as employees enjoy working with less authority
from leaders. H3: Accepted
Table 8 Summary of hypothesis
Hypothesis Beta value Sig Result
H1: In relation to the impact of democratic
leadership on employee performance, it is
seen that there is a positive significant
relationship.
0.586 0.002 Accepted
H2: Employee performance is
significantly positively influenced by an
autocratic form of management style.
-0.423 0.006 Rejected
H3: The effect of laissez-faire leadership
style is a positive and significant one to
employee performance.
0.106 0.003 Accepted

Conclusion

From the above findings, it can be concluded that the democratic leadership style has a rather
strong positive influence on employee performance. This implies that the performance of
workers is higher if a democratic approach being used. The leader is urged to use democratic
leadership style by allowing other team members make input in decision making since there is
a confirmation that the performance of employees are best when using this type of Rule.
Pakistan should promote creative thinking leading to the types of jobs that enhance job
satisfaction facilitating increased productivity and ultimately performance.
Authoritarian leadership style has a significant negative influence of performance. In this case,
the above sentence shows that application of autocratic approach would not lead to improved
employee performance. Although autocratic leadership style has been used for a long time and
still remains to be the leader’s preferred method of supervision, due to globalization it may no
longer be accepted by employees as these workers tend to become more independent-minded
knowledgeable and skillful.
It is shown in the research that laissez-faire leadership style has good effect on employee
performance and thus it could be said that increase in performance would be observed if one
decided to apply laissez-faire leadership style. Laissez faire leadership style is viewed as a
middle ground or midpoint between centralized and autocratic leaderships. This approach has
been oriented only to those employees who know what is in store for them and have good
analytical. This mode of interaction can be applied by leaders who are completely sure when
the process of working and are unable to make mistakes.
Recommendation
For an organization to adequately manage its members during the day-to-day operations and
achieve core objectives, there is a need for quality leaders. According to the research
conducted, democratic leadership is far more effective than laissez-faire and autocratic types
of styles when it comes to performance. Thus, to remain in a dynamic business atmosphere it
is suggested that the right leader who possesses high capability should be identified within all
levels of organization especially the public sectors. Given the nature of these recommendations,
Pakistan needs to include them as a form of democratic leadership choice which can be used
instead autocratic model. It is well-known that in the organization, employees are considered
to be key resource, and their achievement strictly depends on leadership administration. Such
organizations that have better leadership capacity will achieve superior quality of performance
because their ability in the area leads to stronger performance. Thus, significant emphasis needs
to be placed on developing leadership instead of promotion planning and now make it the
primary task.

LIMITATIONS OF STUDY

This part denotes limitations, such as time limitation among others that are likely to happen
during the process of achieving a successful research. However, limitations in accuracy of
research results may stem from several factors The issue that first comes to mind is with respect
sampling. There can be differences in the assumptions made about a population because unlike
selection, there is no sample available since taking samples cannot manage to access the entire
population. The others limitations involved the motivation of respondents towards answering
questions. They may be prompted to provide it without worrying about the seriousness of the
question and complete that there is a lot they will save their time. Sample chosen is from 30
respondents and it’s completely not a viable one that will justify the impact that leadership style
has on employee performance issue based on the population of organization since such large
quantity cannot be investigated with mere sample. Additionally, the respondents may practice
bias while responding these questions because they might feel reluctant on accepting some of
the wrongs that exist in their organization. As to the other limitation of sample, it could be
drawn from population. The organization is a private firm and could have negatively influenced
by the government body that would control them such as extent of influence they can have on
their surroundings among others. As such, these limitations have served to justify the
challenges that might be posed on a researcher if he or she initiates the investigation and tries
attaining all aims as well objectives with more precision.
FUTURE RESEARCH

The research that will be studied in the future may include more and other variables; for
instance, gender of a superior, years being worked with a superior among other possibilities.
For future research, the latter might reflect upon generalizing their units of measure in terms
of enlarging number and representing a different pool of organizations. Different sectors may
potentially be the focus to recruit more respondents than are currently investigated, namely
travel industry; banking sector; retailing services; hospitality industries and so on in future for
a wider perspectives. Additionally, this model can be regarded as a starting to point for the
researcher and can be broadened to address employee work outcomes such as turnover
intention, performance at the workplace and commitment.

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