Research Proposal on Leadership styles and Employees’ commitment

Title

“Leadership styles and employees Commitment to organization in Soneri Bank Ltd”

Abstract

Leadership styles and employees’ commitment are considered to be main two pivotal sources of success for any business organization and if any of these are fragile or having shakable foundation, then organization remain wandering and no appropriate vision is either designed or followed and values remain alive merely in black and white.

Plenty of studies found stronger relation between leadership styles and employees’ commitment to organization as the leadership style is a leader’s style of providing direction, implementing plans, and motivating people to employees in organization so if it is effective, employee remain loyal to the leader, firm and strive for the attainment of organizational objectives thus bottom line, the profitability of the firm can be enhanced along with efficient working and high level of employees’ commitment to organization.

Background information/brief summary of existing literature

According to Lee and Chuang (2009), the excellent manager not only inspires subordinates potential to enhance efficiency but also meets their requirements in the process of achieving organizational goals. Fry (2003) explains managerial style as the use of leading strategy to offer inspiring motive and to enhance the staffs’ potential for growth and development.

 

Thus no doubt a better leader with suitable leadership style can take the employees in leading way which can be helpful for enhanced efficiency of staff, cost reduction of the organization and less ache in the mind of middle and top management particularly for Human Resource team.

 

On another place it is very prominently pointed out that External and internal contexts of business are increasingly fragmented, equivocal, and changing, which require modification of conventional concepts of leadership and follower-ship (Kuppers, 2007). With such dynamics in today’s’ world of business employees’ commitment is very crucial to be enhanced otherwise serious notation and sustainability can be optioned so in order to be one among the crowd and leading in the leaders requires better leadership and management styles with better work environment, better fringe benefits, better promotion plans and better financial benefits for employees.

 

The current scenario of private banking industry with recently new added banks in industry have created space for hoppers and employees tend to switch the job on even smaller rise of financial benefit and sometimes for Fun and learning thus this huge employee turnover can be limited if effective and motivating leaders are made or hired who can inspire to employees for vision and mission of the organization and in result raising commitment to organization.

 

Organizational problems such high turnover, organizational loyalty, willingness to do the best for the organization, and meeting organizational goals are no doubt considered to be outcomes of organizational commitment of employees and leadership styles such as transformational and transactional those are related significantly with each other. (Peter, john 2004) The pattern in Indian banking sector is also influenced with the same factors such as lack of training, poor working condition, workplace conflict, ineffective leadership etc.

 

Leadership style can create a better working environment, reduce working conflicts and motivate employee for effective and efficient attainment of organizational objectives which in aftermath can assist in better unit performance with less cost, and capable people in the organization who can bring it on new horizons of business and  market.

 

The Objectives

 

This study has as its main objective, to evaluate the effects of managerial style on employees’ commitment to organization.

 

The specific objectives are:

  1. Evaluate the Leadership styles of Managers/leaders and employees’ commitment
  2. Evaluate if there is any significant relationship between Managerial style and employees’ commitment
  3. To find out which leadership style is better for employees’ commitment to organization.
  4. To Compare leadership styles, employees’ commitment and their financial performance and provide analysis with recommendations.

 

 

Methodology

 

The Questionnaires would be distributed among 300 employees ( 100 in north branches staff , 100 in south branches staff and 100 in central branches staff ) through which their leadership style and employees’ commitment would be evaluated while Descriptive Statistics, Pearson’s Correlation and Multiple regression techniques would be used to evaluate the relationship between leadership styles, employees’ commitment to organization.

 

 

 

Summary and conclusions

 

Today, contemporary organizations are characterized by such constantly changing dynamics as complexity of customization, and competitiveness; importance of people rather than strategies; reliance on technology and the rise of the knowledge economy among many other challenges (Helgesen, 1990; Phillips, 1993; Shakeela, 2004;Kuppers, 2007). Indeed, this is the more reason why managerial style and employees’ commitment to organization are crucial to the success and survival of an organization now more than before.

 

This study therefore may give us the finding that whether there exists significant relationship between managerial style and employees commitment and at what magnitude and why most staff lack the inspiration and commitment to the organization.

 

References

 

  1. Armstrong, M. (2009). A handbook of human resource management practice. London: Kogan
  2. Lee and Chuang (2009). The Impact of Leadership Styles on Job Stress and Turnover Intention: Taiwan Insurance Industry as an Example. hclee@ttu.edu.tw
  3. Fry, L. W. (2003). Towards a Theory of Spiritual Leadership. The Leadership Quarterly, 14, 693-727.
  4. Kuppers, W. (2007). Perspectives on Integrating Leadership and Followership. International Journal of Leadership Studies, Vol. 2 Iss. 3, 194-221 Leadership Quarterly, 13(6), 797-837.
  5. Helgesen, S. (1990). The female advantage: Women’s ways of leadership. New York, N.Y.: Currency and Doubleday.
  6. Shakeela, M. (2004). A measure of leadership behaviour: Does the age-old measure require redefinition? Research and Practice in Human Resource Management, 12(2), 140-151
  7. Kuppers, W. (2007). Perspectives on Integrating Leadership and Followership. International Journal of Leadership Studies, Vol. 2 Iss. 3, 194-221 Leadership Quarterly, 13(6), 797-837.
  8. Kuppers, W. (2007). Perspectives on Integrating Leadership and Followership. International Journal of Leadership Studies, Vol. 2 Iss. 3, 194-221 Leadership Quarterly, 13(6), 797-837.
  9. PeterLok, john Crawford 2004. The Effects of Organizational Culture and leadership style on job satisfaction and organizational commitment.

 

 

 

 

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