Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.
473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
A STUDY ON LEADERSHIP STYLES AND ITS IMPACT
ON ORGANIZATIONAL SUCCESS
Yasmin Mirzani
Lecturer, Success Point College, Abu Dhabi, UAE
Article DOI: https://doi.org/10.36713/epra12138
DOI No: 10.36713/epra12138
ABSTRACT
Leadership is one of the important aspects for the success of the organization. The paper begins by
looking at basic sources of leadership practices which describe interpersonal relation at work and
explain the leader’s role played in an organization, is a critical component of successful management.
The paper will explore the impact of different leadership styles on organization performance and a sound
understanding of group dynamics. The study examines major leadership styles and the relationship
between transformational, transactional and participative styles and how the exceptional leaders can
identify the art of reframing leadership practices based on the situation and requirement to get improved
outcomes for organization. Also will discuss about reframing and implementing leadership qualities for
conflict management, stress management, time management and the skills and processes of successful
leadership practices.
This research paper emphasizes how reframing of leadership styles are significant for leaders,
followers and for business success. In this study, both primary and secondary research will be conducted,
primary research will be using the quantitate approach by survey approach based on questionnaire. The
secondary research through the review of previously proven literature. It has been recommended that in
organizations reframing leadership practices required to enhance the capabilities and abilities of the
organization to achieve its objectives.
KEYWORDS: Transformational Leadership; Transactional Leadership; Participative Leadership;
Organizational Performance; conflict management; stress management; time management; Group
Dynamic.
1. INTRODUCTION
Leadership is one of the important aspects for the success of the organization, when we consider of leadership, the
ideas of power, authority, and influence may come to mind. Messick and Krammer (2004) argue that the grade to
which the individual exhibits leadership traits depends on his characteristics and personal abilities, and also on the
characteristics of the situation and environment in which he/she finds himself/ herself. In the Australian Institute of
Management’s Leadership Survey 2019, respondents mentioned communication, emotional intelligence, and people
management as the most acute interpersonal skills for leadership –While “traditional” leadership skills like strategic
planning and business analytics are still critical for the future, the most effective leaders also rely on their
interpersonal skills to inspire and participate coworkers or the subordinates. Leadership has been the key factors in
organizational development. Leadership development is an important part of a company's human resource
development strategy. (Swanson & Holton 2001) and is inextricably linked to the profitability and effectiveness of
an organization (Kotter, 1996). (Bass 1985) viewed leadership as a transformational process that moves a follower
to achieve more than is usually expected of them to do. Transformational and transactional leadership has been
2023 EPRA EBMS | https://eprajournals.com/ Journal DOI URL: https://doi.org/10.36713/epra1013
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
highlight the leadership research since the early 1980s (Bryman, 1992). One third of the leadership research was
about transformational and transactional leadership (Day & Antonakis, 2012; Lowe & Journal of the International
Academy for Case Studies Volume 25, Issue 3, 2019 2 1532-5822-25-3-148 Gardner, 2001).
The changing context of globalization and as the world is connected; Leadership is a process of providing proper
guidance to the followers or the subordinates to achieve the individual and organizational goals. Effective Leaders
are work on doing the right things rather than doing things right. Known American football coach Vince Lombardi
once said “Leaders are by born, not made and they are made just like anything else, through hard work.” because
most of the people in spite of their higher education and working experience can’t be a good leader. "I am more
terrified of an army of 100 sheep commanded by a lion than an army of 100 lions led by a sheep," French diplomat
Talleyrand once observed. Winston Churchill, the Prime Minister of the United Kingdom during World War II, was
able to inspire his countrymen with these words: “I have nothing to offer but blood, toil, tears, and sweat.” With
regard to bad leaders, Kellerman (2004) makes an important distinction between unskilled leaders and unethical
leaders. Nevertheless the increasing complexity and extraordinary change in the range of skills, expertise, and
required professional aspects of effective leadership, many professionals are not being effectively prepared to
principal revolution and change in diverse contexts. When we talk about leadership, the ideas of authority
responsibility and interpersonal influence may come to our mind and we constantly understand the actions of
effective leader is achieving important goal of organization. Dwight D. Eisenhower, "The ability to decide what has
to be done, and then to persuade others to want to do it," said the 34th president of the United States.” Organization
performance and success is depending on different leadership styles and practices, leaders regulate organizational
culture, values and employee motivation and retention.
As per the review, most of the organizations have failed due to adoption of unsuccessful leadership style by the
management. These organizations faced problems as employee’s are not well organized, controlled or coordinated
by the management the consequence of this approach arises from ineffective leadership style, low productivity, high
operating cost, low level of employee motivation , employee retention rate will get decreases and uncooperative
attitude of employees arise etc. and organization faced to reach its goal. It’s a prime responsibility of the
organization to appoint a leader who have qualities as integrity, accountability, empathy, humility, resilience, vision,
influence, positivity, knowledge, interpersonal skills, and good communication skill, these skills are also called as a
soft skills. the leaders who adopt interpersonal skills (soft skils) can bring out the best in subordinates through,
motivation, guidance and empowerment. Leaders can adopt leadership styles based on the situation. There are
different type of leadership styles but the study examines major leadership styles and the relationship between
transformational, transactional and participative styles and how the exceptional leaders can identify the art of
reframing leadership practices based on the situation,
“The leaders ability to effectively influence followers and other organizational stakeholders to reach the goals of the
organization” (Yukl,2005) The leadership effectiveness of performance, Yukl states that it is important to determine
how leaders influence employee to go beyond standard performance expectations or standards(Yuki,2008)
My research paper, referred about reframing of leadership practices, the concept of practicing leadership is not the
same in every organization. But as per the situation every after certain period leadership practices should be reframe
as a trait of setting the behaviors. There are many who are wishing to change leadership to become a more useful
practice for organization. Even though we incline to institutionalize the practice so that it take on an impression of
durability - as when we think of it as the occupants of an chosen workplace - if we recall, we can perceive that it has
a cultural and structural history that can be traced to an origin that is humanly constructed (Grint, 2005; Hersted and
Gergen, 2013). If we decide that leadership is required to reframe or to change, it’s easy to reframe? What shall we
do with it? Shall we proceed to reframe leadership? in this article based on primary and secondary data collection
like to mention about impact of different leadership styles on organization performance and a sound understanding
of group dynamics. Major leadership styles and the relationship between transformational, transactional and
participative styles and how the exceptional leaders can identify the art of reframing leadership practices based on
the situation and requirement to get improved outcomes for organization. Reframing and implementing leadership
qualities for conflict management, stress management, time management and the skills and processes of successful
leadership practices. Reframing and implementing leadership qualities for conflict management, stress
2023 EPRA EBMS | https://eprajournals.com/ Journal DOI URL: https://doi.org/10.36713/epra1013
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
management, time management and the skills and processes of successful leadership practices. It’s important to
discuss, How reframing of leadership styles are significant for leaders, followers and for business success.
2. OBJECTIVES OF THE STUDY
i. To determine the impact of leadership style in organization and performance.
ii. To study the relationship that exists between leadership and Organisation performance.
iii. To determine the requirement of leadership qualities for the skills and processes of successful leadership
practices.
3. LITERATURE REVIEW
Harries et al (2007) is suggested that leadership style is used by an individual leader to make all people to work
together to reach a common goal according too modern Leadership styles, it can be categorized as transformational
leadership , transactional leadership , charismatic leadership, and visionary leadership(Harris, et al., 2007).
The importance of this definition is that preferably, people should be encouraged to develop not only Nature to work
but also willingness to work with full confidence. Ejiofor, P.(1989) described leadership as a social influence
process in which a leader seeks subordinates' voluntary engagement in order to achieve corporate goals. Adebakin
and Gbadamosi (1996) defined the objective of the leadership is the process of influencing and directing controlling
the activities of an organized group in the direction of the achievement of the employees individual and in group. As
a process, he realizes it as the use of non-coercive influence to outline the goals of a group, motivate behavior
towards the achievement of these goals and it helps to define group or organizational structure. He sees leadership as
a set of traits assigned to those who are believed to be leaders as a property. Leadership style is observed as a
grouping of different characteristics, traits and behaviors that are used by leaders for interacting with their
subordinates. (Mitonga-Monga & Coetzee, 2012). MitongaMonga and Coetzee (2012) consider leadership as the
manners associated with managerial behavior, which is designed to integrate the organizational or individual interest
and responsible for achieving particular objectives.
4. PERCEPTION OF ORGANIZATIONAL PERFORMANCE (POP)
Management research includes a section on organizational performance. (Richard et al., 2009). However, there is no
agreement in the literature on the standards to be used in measuring organizational performance (Bolman & Deal,
2003; Scott & Davis, 2015) The POP approach is seeking for subjective measures of organizational The literature
provides evidence for positive relationships between TFL and several different measures of organizational
performance e.g., commitment to organization (Ibrahim et al., 2014) performance to trait-based psychometric
validity (Richard et al, 2009).
5. THE STYLES OF LEADERSHIP
Leadership is an action in which one person has the ability to influence or change another person's values, beliefs,
actions, or methods. (Ganta, and Manukonda, 2014). The terminology style is roughly correspondent to the leader’s
behavior. This is the way in which the leader influences the subordinates (Luthans, 1977). Every leader has his/her
own way and style to lead the group of people in the organization. The leadership styles which mostly used in the
organization are includes autocratic, bureaucratic, leadership and laissez-faire. In the past several decades, experts of
management have undergone an insurrection in how they define leadership and what their attitudes and behavior.
They've transitioned from a traditional autocratic approach to a more creative, participatory one.
Somewhere in some of the situation, it was resolute that not everything which is classical or old was bad and not
everything modern or new is good. Instead, several styles were required for different situations, and each leader had
to know when to use which style.
5.1. The relationship between transformational, transactional and participative styles
Transformational leadership style more emphasize on developing the subordinates and try to fulfill their needs and
hear leader intention is growth and development factors of the subordinates. This kind of leadership which cause
change in individual employee and group, Transformational leaders inspire their employees to work for the
2023 EPRA EBMS | https://eprajournals.com/ Journal DOI URL: https://doi.org/10.36713/epra1013
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
organization's best interests by using inspirational motivation. The shared feeling of honor is beneficial to
information sharing and access. (Kark & Shamir, 2002 ). Study shows that this approach brings positive change in
the followers and most of the time the motivation is higher and followers can change in to leaders. This style of
leadership is adapted in top most companies. Apple, IBM, Intel, Microsoft and many more hardware and software
companies adapt transformational leadership style.
Transactional Leadership styles are depending more on trades between the manager and the subordinates. They are
more relies about "trades or transactional management” between the leader and follower by which followers are
compensated for meeting specific goals or performance. The transactional leader will confirm the link between
performance and reward before exchanging it for an appropriate response that pushes subordinates to enhance
performance. This type of leaders are more focused on achieving short term goals and like to perform the task
appropriately this leader want to follows the rules and procedures.
Participative styles all the members are work together / participate to reach the goal participative leader employ a
democratic approach. In participative leadership subordinate are informed about the true situation, it can be
profitable or non-profitable situation. Allowed to express their creativity and valuable suggestions. The founder of
Microsoft is a participative leader, he promote the opinions of the subordinates for the team building he constantly
gives importance to the knowledge and skills of the employees. This leadership styles helps to achieve
organizational objectives efficiently and effectively. According to research survey, the results shows that most of the
employees prefer participative style of leadership
5.2. Leadership styles and components on which leadership styles effect
Author Berson Jonathan Linton7, Dimensions of leadership styles are Transformational Leadership, Transactional
And Non- Transactional, Laissez-Faire, Leadership more about Employee Satisfaction. Impact of transformational
leadership styles is more important to establish quality environment in the Research and Development part of
Telecommunication firms (Nanjundeswaraswamy T. S and Swamy D. R, 2014)
Author Lirong Long and Minxin Mao 26, Transformational Leadership ,Transactional Leadership Organizational
change Employees from different types of private and public organizations in China The findings indicate that both
transformational leadership and transactional leadership have positive impact on organizational
(Nanjundeswaraswamy T. S and Swamy D. R, (2014 ) Berson. Jonathan Linton (2003)..
6. REFRAMING AND IMPLEMENTING LEADERSHIP QUALITIES
Leadership is defined as the ability to influence the values, beliefs, attitudes, and conduct of a group of employees.
(Ganta, and Manukonda, 2014). In the present situation reframing and implementing proper style and improvising
leadership quality is essential. Conflict management, stress management, time management are the skills and
processes of successful leadership practices. Through various forms of motivators, such as prizes or status, a great
leader can motivate individuals in the firm to learn. (Azzam, 2014). Learning patterns and continues in the
approaches of understanding the situation and subordinates requirements are the key of improvising the performance
of the organization. As we know learning does not have an end, leaders need continuous upgrading of their
leadership skills and knowledge to be competitive in the business environment (Park, et al., 2014).
Teamwork, interpersonal skills, quality of communication is one firming quality of good leadership practices.
Teamwork and communication and soft skills are the best way to create innovative ideas in order to produce the best
outcome for the organization (Maxwell, 2009). Leaders who want their organizations to change effectively should
encourage staff to collaborate and interact with one another, because this is how individuals come up with new ideas
and discover new ways of thinking. (Gilley, Dixon and Gilley, 2008).
“The underlying premise behind reframing is that a person's point of view is influenced by the frame in which it is
viewed," says Verywell Mind. When the frame is shifted, the meaning shifts, and thinking and action shift as well”
Reframing is a very beneficial skill in the workplace, even if it isn't used in therapy or coaching. It's a skill I educate
2023 EPRA EBMS | https://eprajournals.com/ Journal DOI URL: https://doi.org/10.36713/epra1013
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
a lot of my leadership clients to use with their teams and with themselves. Reframing can help leaders settle
employee disagreement, improve problem-solving skills, and even lessen feelings of burnout or stress.
7. MATERIAL AND METHODS
In order to collect realistic, updated and practical data for my paper, Data collected through primary and secondary
sources. It helps to examine the leadership styles and its impact on organizational success. The quantitative research
technique was used in this research. For primary data specifically created questionnaire was sent to target group of
people who are employed as middle level and top level positions. The total no of participants of survey is 207
professionals from different places of India, Oman and UAE.
7.1 Demographics Analysis
This graph showed the percentage and frequency of each demographic factor.
Graph -1
Out of 205 responses, showed Frequency Distribution of age, 56.1 % were between the ages of 25-40 years and 40
% respondents between the ages of 41-55 years group.
Graph 2
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Summarizes the sample statistics of Gender cross tabulation. Among the total 207 respondents, 127 were males
(61.4%) and 80 females (31.6)
Graph 3 Frequency Distribution of Work Experience
Graph 3 showed Frequency Distribution of Work Experience, out of 203 respondents 47.3% of the total are having 1
to 5 years of experience, 26.6%. of the total are having 5 to 10 years of experience. 8.9%of the total is having 10 to
15 years of experience. 17.2% of the total is having 15 years and above years of experience
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EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Graph -4
Graph 4 results shows 65.7% of total need close supervision and 34.3% of total employees need not be supervised
closely
Graph 5
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Graph 5, results shows 10.9% of total strongly disagree to say leaders should allow employees to solve problems by
their own in difficult situation. 32.4% of total employees disagree, 21.3% of total respondents are neutral, 25.6% of
total is agreed and no any respondent strongly agree to this concept.
Graph -6
Graph 6, results shows 39.1% of total strongly agree to providing guidance without pressure is the key to bring good
supervisor., 41.1% of total respondents are agree . 11.6 % of total employees selected neutral, 5.3% of total selected
disagree, 2.9% of total is strongly disagree to this question.
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Graph -7
Graph 7, results shows 8.2% of total strongly agree to, leader must be given rewards or punishment in order to
motivate the employees to achieve organizational objectives. 44.4 % of total employees are agreed, 27.3% of
employees response was neutral, 19.8% of total respondents are disagree to this question and 3.9% of total response
is 3.9%
Graph -8
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Graph 8, results shows 29% of total strongly agree that, most employees require frequent and supportive
communication from their supervisor. 50.2 % of total employees are agreed, 12.1% of total employees response was
neutral. 4.8% of total response is disagreed and 3.9% of total is strongly disagreed.
Graph -9
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
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Graph 9, results shows 15.1% of total strongly agree that, according to company policy, leaders should allow
employees to appraise own work and 46.8 % of total employees are agreed, 24.4% of total employees response was
neutral and 12.2% of total response is disagree to this question, 1.7% of total response is strongly disagree.
Graph-10
Graph 10, results shows 7.8% of total strongly agree that, “ most employees feel insecure about their work and need
direction” leader should give employees complete freedom to solve problems on their own and 47.1% of total
employees are agreed, 23.8% of total employees response was neutral and 7.8% of total response is disagree to this
concept.1.4% of total response is strongly disagree.
Graph -11
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EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Graph 11, results shows 9.7% of total strongly agree that, the supervisor or a leader is a chief judge of the
achievements of the team. Out of 206 respondents 41.7 % of total employees are agreed. 19.4 total employees
response was neutral and 25.7% of total response is disagree to this concept and 3.5% responses are strongly
disagreed
Graph -12
Graph 12, results shows 32% of total strongly disagree that, leader qualities influences employees to find “ passion
and ability to work”.56.3% of total employees are agreed. 8.7% employees response was neutral.
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Graph -13
Graph 13, results shows 10.7% of total respondents are strongly agree that, in most situation, employees prefer basic
assistance rom their supervisor. Out of 206 respondents 61.2 % of total employees are agreed. 16.5% total
employees response was neutral and 10.7% of total response is disagree to this concept,1.1% disagreed and 0.9% of
total response is strongly disagree.
Graph -14
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EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Graph 14, results shows Out of 206 respondents 16% of total strongly agree that, the effective leader give orders and
clarify procedures, 48.5% of total employees are agreed. 14.6% of total employees response was neutral and 16% of
total response is disagree to this concept and 4.9% of total response is strongly disagreed.
Graph -15
Graph 15, results shows out of 206 respondents 24.3% of total strongly agree that, the a leader accepts power and
knowledge of team members. 60.7% of total employees are agreed. 11.2% total employees response was neutral.
2.4% of total response is disagreed and 1.4% response is strongly disagreed to this concept.
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Graph 16
Graph 16, results shows out of 206 respondents 22.7% of total strongly agree that, as a manager you encourage
employees to work independently. 55.6% of total employees are agreed. 15% of total employee’s responses are
neutral. 5.7% response is disagreed and 1.0% response is strongly disagreed.
Graph 17
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EPRA International Journal of Economics, Business and Management Studies (EBMS)
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Graph 17, results shows 27.1% of total respondents are strongly agree that, collaboration is an important leadership
skill, similar to that people management. Out of 206 respondents 27.1 % of total employees are strongly agreed,
57.5% of total employees are agreed. 13.5 total employees response was neutral
Graph 18
Graph 18, results shows out of 206 respondents 33% of total strongly agree that, manager should know how to
leverage the strengths of team members to achieve organizational goals, 57.3% of total employees are agreed. 8.7%
of total employees response was neutral and 1% response is strongly disagrees to this concept
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EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Graph -19
Graph 19, results shows, out of 207 respondents 34.8 % of total employees are strongly agreed organizational
performance is depend on leadership style., 54.6% of total employees are agreed. 7.2% of total employees response
was neutral. 2.4% of total response is disagreed and 1% response is strongly disagreed.
Graph 20
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EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
Graph 20, results shows out of 207 respondents 49.8%% of total strongly agree that, it is necessary to welcome
suggestions given by employees. 42.5% of total employees are agreed. 5.7% of total response is neutral , 1%
response is disagreed and 1% strongly disagreed to the concept.
8. DISCUSSION
This research paper begins with the introduction to the concept of leadership practices and different styles of leaders
and interpersonal skills and different leadership styles and its impact on organizational performance. Previous
researcher mentioned that skills and adopting different leadership style is important to be an effective leader and
introducing new conceits in leadership practices and reframing leadership is essential. Furthermore it shows the
references for future research in this area. The results shows that transformational leadership has been studied,
reported on, and addressed far more than transactional leadership. The highlighting of TFL is on intrinsic motivation
and follower development. According to the survey most of the respondents are positively agreed for participative
leadership style, this kind of leadership approach encourage the employees to highlight the skills and knowledge a.
This is the reason popularity of this leadership style. Transformational leadership focuses on the exchange process
between leader and supporter. While there has been some research into transactional leadership is carried on, further
studies are still needed to find out the research gaps between TFL and TSL.
9. CONCLUSION
Effective leadership is a prime requirement of the organization and reframing and implementing the change is the
right method to sustain the organization in present competitive environment. Positive organizational culture brings
lots of improvement in the organization. Stress management, time management, conflict management is essential
requirements of a leader. Communication skills team building, interpersonal quality need to improvise and reframe
periodically for the benefit to the organization, as the positive culture can encourage and motivate the employees.
This study has shown that for any organization to survive, appropriate impact of leadership on the employee must be
followed. The conclusion is Quality leadership is important not only for individual’s career pursuits, but is also
important to reach organizational goal. As a result, leadership styles can have an impact on the quality of work life.
Because so basic research has been done in the area of organization, there is a need to investigate the impact of
transformational and transactional leadership styles on the quality of work life of employees in various businesses.
2023 EPRA EBMS | https://eprajournals.com/ Journal DOI URL: https://doi.org/10.36713/epra1013
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor: 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 10 | Issue: 1| January 2023 -Peer-Reviewed Journal
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