The influence of leadership styles on employee performance in telecom companies of Bangladesh

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Leadership styles have drawn much attention in a cutthroat business world. As a result, the standardization of human resources management goals has gained much popularity. However, if there is a meaningful and established process to be used in leadership activities, an organization may be able to realize its purpose within the specified time. This study aims to determine how several leadership styles – transformational leadership, charismatic leadership, democratic leadership, and transactional leadership – affect employee performance. The data were obtained using a self-reported questionnaire adapted from prior studies; the paper employed purposive and convenience sampling methods to receive information from 260 employees of several telecommunication companies in Bangladesh. For this study purpose, SPSS version 26.0 was used to conduct the necessary statistical analyses, and the construct reliability was evaluated using Cronbach’s (a) coefficient value of 0.70 or higher. According to the findings, transformational leadership, charismatic leadership, democratic leadership, and transactional leadership have a favorable relationship with employee performance in telecom organizations. Thus, decision-makers and other practitioners need to learn how to recognize diverse leadership philosophies and their effects on employee performance from an organizational perspective. Finally, the study recommends that leaders transition from highly traditional leadership styles to more participative and positive ones.

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    • Figure 1. Conceptual model
    • Figure 2. Regression results
    • Table 1. Reliability and validity analysis
    • Table 2. Demographic information
    • Table 3. Regression coefficient analysis
    • Conceptualization
      Md. Mobarak Karim, Mohammad Bin Amin, Helaluddin Ahmed, Zita Hajdu, Jozsef Popp
    • Data curation
      Md. Mobarak Karim, Helaluddin Ahmed
    • Formal Analysis
      Md. Mobarak Karim, Mohammad Bin Amin, Helaluddin Ahmed, Zita Hajdu, Jozsef Popp
    • Investigation
      Md. Mobarak Karim, Mohammad Bin Amin
    • Methodology
      Md. Mobarak Karim, Helaluddin Ahmed
    • Resources
      Md. Mobarak Karim, Mohammad Bin Amin, Helaluddin Ahmed, Zita Hajdu, Jozsef Popp
    • Software
      Md. Mobarak Karim
    • Supervision
      Md. Mobarak Karim, Helaluddin Ahmed, Zita Hajdu, Jozsef Popp
    • Writing – original draft
      Md. Mobarak Karim, Mohammad Bin Amin
    • Writing – review & editing
      Md. Mobarak Karim, Helaluddin Ahmed, Zita Hajdu, Jozsef Popp
    • Funding acquisition
      Mohammad Bin Amin, Zita Hajdu, Jozsef Popp
    • Project administration
      Mohammad Bin Amin, Helaluddin Ahmed, Zita Hajdu, Jozsef Popp
    • Visualization
      Helaluddin Ahmed, Zita Hajdu, Jozsef Popp
    • Validation
      Zita Hajdu, Jozsef Popp