[雙語(yǔ)翻譯]領(lǐng)導(dǎo)風(fēng)格外文翻譯--領(lǐng)導(dǎo)風(fēng)格對(duì)員工對(duì)領(lǐng)導(dǎo)者態(tài)度和績(jī)效的影響

1、4200 英文單詞， 英文單詞，24500 英文字符，中文 英文字符，中文 7300 字文獻(xiàn)出處： 文獻(xiàn)出處：Asrar-ul-Haq M, Kuchinke K P. Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks[J]. Fu

2、ture Business Journal, 2016, 2(1): 54-64.Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banksMuhammad Asrar-ul-Haq, K. Peter KuchinkeAbstractThi

3、s paper reports the findings of a study examining the impact of managers’ leadership styles on subordinates’ performance. The impact of leadership styles on employee performance outcomes is explored theoretically and tes

4、ted empirically in the Pakistani banking sector. The sample of the study consisted of 224 full-time employees in the banking sector of Pakistan. Findings of this study reveal that there exists a significant relationship

5、between transformational leadership and employee performance outcomes. However, laissez-faire leadership style showed negative relationship with employee performance outcomes in terms of effectiveness, and employee satis

6、faction. Banking industry in Pakistan is prone to numerous challenges including employee turnover. Model presented in the study will be helpful for the human resource managers and top management to design effective leade

7、rship development programs. HRD department can be established and HRD professionals can be hired to assist the managers in organizing training and development programs. Further, it may help to design strategies to satisf

8、y, retain and motivate the employees. Also, it will help the managers decide, which leadership style they should choose in terms of outcomes.Keywords: Transformational leadership; Transactional leadership; Performance; P

9、akistan; Banking1. IntroductionUncertainty in global market has made organizations more aware and prone to adopt change on a continuous basis. The complexity of the business operations requires that there must be an effe

10、ctive participation from every level of the organization. In addition to land, labor, and capital, human resource is also an important asset of organization. It plays a key role in the smooth running of the organization

11、and achieving its goals. In this ever-changing and competitive global market, human resource can become the competitive advantage of the organization, if managed effectively. This is evident from literature that leaders

12、have significant influence on subordinates. The significance of leadership style increases in the services sector, as it has direct impact on economic development. Therefore, the development and growth in services sector

13、 ensures the overall growth of national economy, especially in a developing country. The banking sector of Pakistan is growing gradually that has given rise to intense competition among banks. Therefore, in order to stay

14、 ahead of competitors, banks can manage their human resources effectively by employing different leadership styles in this regard. According to Saari and Judge (2004), use of transformational leadership can boost up empl

15、oyees’ morale and result in job satisfaction. As the banking sector of Pakistan is facing different problems like high turnover, lack of commitment and job stress among employees (Asrar-ul-Haq, 2015), the importance of e

16、ffective leadership has increased. Therefore, the purpose of this study is to examine the impact of managers’ leadership styles on employee performance.2. Problem statementof debate, but no common definition has been agr

17、eed upon. According to Jong and Hartog, (2007), leadership can be defined as a process of influencing people to get the desired outcomes. Andersen (2016) stated that leaders are the ones who stimulate, motivate, and reco

18、gnize their employees in order to get work done and achieve the desired results. Leaders adopt various leadership styles in order to motivate and stimulate the employees. Lok and Crawford (2004) claimed that leadership c

19、an better predict the success or failure of an organization. This study is an effort to explore transformational, transactional and laissez faire styles of leadership and understand its impact on the attitude of employee

20、s towards their leaders and performance in the banking sector of Pakistan.3.1. Transformational leadershipTransformational leadership is more like visionary leadership, in which leaders motivate their employees to exce

21、ed certain expectations (Hater Doucet, Fredette, Simard, inspirational motivation; intellectual stimulation; and individualized consideration.Idealized influence is also known as charismatic leadership. Leaders possess

22、ing idealized influence, act as a role model to their followers. They strictly follow strong ethical and moral values. Idealized influence is of two types: attributed and behavioral. In attributed idealized influence, ch

23、aracteristics of leaders are considered important. On the other hand, actions of the leader are taken into consideration in behavioral influence. In inspirational motivation, leaders have an optimistic view and set high

24、standards for followers. They are enthusiastic, and encourage their followers to accomplish higher goals. Intellectual stimulation ensures that employees are aware of their problems and capable enough to think about thei

25、r problems in a more creative manner. Intellectual stimulation enables employees to understand, conceptualize, and comprehend their problems. In addition, it makes employees capable of analyzing and solving their problem

26、s in unusual ways (Bass & Avolio, 1997). Individual consideration means that every employee gets special attention based on his/her personal characteristics and needs. They listen to their employees, advise them and