Open AccessBehavior-Based Perceived Leadership Styles as Determinants of Organizational Functionality
Author(s) -
Kinza Khan,
Nadeem Uz Zaman,
Bilal Sarwar,
Hadi Khan
Publication year - 2021
Publication title -
jinnah business review
Language(s) - English
Resource type - Journals
eISSN - 2307-7921
pISSN - 2070-0296
DOI - 10.53369/yxvn2808
Subject(s) - autocracy , leadership style , perception , structural equation modeling , democracy , psychology , shared leadership , servant leadership , social psychology , public relations , organizational commitment , transactional leadership , institution , political science , computer science , law , neuroscience , machine learning , politics
This study aimed at exploring how the perception about leadership styles affected the functionality of the Higher Education Institutions. We used a self-administered questionnaire to a sample of 328 administration and faculty members of several public sector universities. The data collected were analyzed through structural equation modeling in AMOS 26. We found significant results between autocratic and democratic leadership styles as determinants of organizational functionality; such that the perceived autocratic leadership style negatively affected organizational functionality and the perceived democratic leadership style positively affected organizational functionality. The effect of laissez-faire was however statically insignificant. We thus conclude that the perception of a democratic leadership style improves organizational functionality; whereas, the perception of autocratic leadership negatively affects organizational functionality. Practically, the study shows as the employees are given the right to participate in the matters of a higher education institution, the organization becomes more functional.