Abstract
The aim of this study is to compare the transactional and
transformational leadership styles before and after the banks’
privatization in terms of employees’ perception. The three subdimensions were used to measure the transactional leadership namely
contingent reward, management by exception-active and management
by exception-passive whereas idealized influence, inspirational
motivation, intellectual stimulation and individualized consideration
were used to assess the transformational leadership style. Data was
collected through the questionnaires from OG-I, II, III and executive
level employees of ABL and UBL Khyber Pakhtunkhwa Province.
Paired t-test, descriptive statistics, skewness and kurtosis was used to
analyze data. The significant difference was noted in both the
leadership styles, favorable for transactional and overall unfavorable
for transformational leadership. Only intellectual stimulation showed
no change for both the banks. To positively affect the perception
regarding transformational leadership style, the banks’ leadership
should impart values conducive to banks’ mission and vision,
motivating and properly guiding employees, encouraging innovation
and creativity culture and having due regard for employees’ needs and
concerns.
Anjum Ihsan, Shahid Jan Kakakhel, Muhammad Tariq, Shafiq ur Rehman. (2015) The Pre and Post Privatization Comparative Analysis of Transactional and Transformational Transactional Leadership Styles: Empirical Evidence from Banking Sector in Khyber Pakhtunkhwa, Pakistan, Abasyn Journal of Social Sciences, Volume-08, Issue-2.
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