Yildirim and Saygin (2011) explore entrepreneurial orientation, indicated by risk taking,

innovativeness and proactive competitive mindset, of manufacturing family firms, in terms of

their manager’s demographic characteristics, leadership style and their preference. The data was
composed through a survey via face to face interview with owners/top managers of 94
manufacturing SMEs. Entrepreneurial Orientation and Transformational Leadership variables
have been used. Regression analysis technique has been applied. Results show that most of the
firms have medium level Entrepreneurial Orientation. Business owners’ Transformational
Leadership levels are intensified.

Alkahtani et al., (2011) manipulate the influence of Big Five personality traits of the Malaysian
Managers and the leadership styles which were use by these managers on their significant
transform capabilities. Conscientiousness, Openness to Experience, Emotional Stability,
Extroversion, Agreeableness, Autocratic, Democratic, Consultative, and Laissez-fair variables is
used. Techniques which have been applied are Pearson correlation and regression analysis. The
study shows that there were a positively significant correlation between leadership styles,
personality of managers and their leading change capabilities.

Krishna (2011) aim to understand the relation between transformational leadership and team
performance Variables used are Transformational leadership as independent variable and
effectiveness, extra effort, and satisfaction as dependent variables. Correlation and Regression
technique has been applied. Results suggest there is a strong and positive, relationship between
team performance and transformational leadership behaviors.

Seema and Maryam (2011) explore the function of leadership in delivery of technology-integrated
advising and enrollment services in a Pakistani University and examines those important factors
that lead to reduce in student satisfaction. Advisor empowerment, Student autonomy and
Satisfaction with management and leadership variables have been used. In this case study
approach a mixed method is adopted as interviews and surveys were used to explore customer
satisfaction. Coding and interpretive analysis were used for qualitative data, whereas Factorial
analysis and SEM modeling was applied to quantitative.

Sabir et al., (2011) study how leadership ship style effects the organization commitment of the
employees, when the organization culture is reflecting the employee’s values in the organization.
Organization commitment as dependent variable and Leadership style as independent variable has
been used. They provide a conceptual understanding through literature reviews, so it is based on
the conceptualization while not on the qualitative and quantitative study. The results suggest that
the leadership style is a strong dimension of organization commitment. It is recommended that
future research can be conducted by talking other factors of the organization culture, introducing
new technology in the organization; change in higher level management and by replacing
transactional leadership with servant leadership.
TEAMWORK
Solansky (2011) explore that why some teams realize performance gains and others do not and
also to understand performance gains in teams versus individuals by analyzing the extent of
identification within teams. An explanatory mechanism of performance is proposed as Team
identification. 42 teams with 270 individuals were examined from two longitudinal studies in data.
Team Setting, Team Performance, Team Identification and Team Size variables are considered.
Descriptive Statistics and correlation analysis technique is applied. The result suggests that the
team identification is useful to performance.

Iles and Feng (2011) report factors that influence the effectiveness of and possible differences
among Western teams and Chinese. The research is based on previous literature review. In teams
collectivism is established to be related with superior levels of distributed leadership, therefore
decision-making teams of china are more possibly to exhibit superior levels than Western teams.
If this can be co-coordinated or aligned, somewhat than fragmented or anarchic, such teams are
expected to demonstrate top levels of performance. Such suggestion require more empirical
testing with decision-making teams drawn from heterogeneous teams made of various Chinese
and Western team members and homogenous Chinese and Western members.

Tung and Chang (2011) examine the intervening roles of team cohesion and knowledge sharing
in the correlation among performance and empowering leadership in teams. Data were obtained
from 261 team members from 79 management teams in a major international fast-food chain
restaurant operating in Taiwan. Variables used were Empowering leadership, Knowledge sharing
Team cohesion and team Performance. Confirmatory factor analysis and multiple regressions
were applied for data analysis. Result shows that team cohesion and knowledge sharing,
respectively, mediated the relationship among performance and empowering leadership in
management teams.

Wang et al., (2010) explore the effects of human resource management strategy and both the
leadership style on the performance of organization. At Kaohsiung’s Nanzi Export Processing
sector 246 questionnaires were sent to the operators, executors and corporate owners.
Organizational performance as the dependent variable and Leadership style as independent
variable are considered. Correlation and Regression analysis is applied. The result shows that
when applying the human resource management policy there must be a reference value to find
subordinates fit for the leadership style for enterprises.

John (2010) investigates the current leadership and management study that verified individually
the effects of locus of control and leadership style on organizational commitment. By using a
quantitative methodology, three types of survey questionnaire used to test the hypotheses, Face
book and LinkedIn, the two social media group were used to gather the responses of survey.
Initiating structure, organizational commitment, supervisor consideration and Locus of Control
variable are considered. Descriptive Statistics, Regression and correlation analysis technique is
applied. The result findings support the prior research that suggests that individually locus of
control and leader style is essential drivers of organizational commitment but did support the
projected hypotheses.

Shahzad et al., (2010) investigate the effects of leadership styles and HR practices on citizenship
behaviors and organizational commitment. Variables that have been used are organizational
commitment, Human Resource Management Practices, Organizational Citizenship Behavior and
Leadership styles i.e. transformational and transactional leadership. Correlation and multiple
regression analysis technique have been applied. Results disclose that both leadership styles and
human resource practices are positively predicted organizational commitment.

Riaz and Haider (2010) determine the impact of transactional and transformational leadership
style on career satisfaction and job success. Variables used are Career Satisfaction, Job Success,
Transactional Leadership and Transformational Leadership. Correlation and Regression Analysis
Technique has been used. Results showed positive trends of all variables.

Hijazi et al., (2010) analyze the relationship of employee creativity with transformational
leadership. Sample size of 189 respondents was in use through questionnaire from two
organizations in Islamabad, Pakistan. Variables used are Transformational Leadership, Creative
work process engagement and Creativity. Regression and Correction technique has been applied
for hypotheses checking. Results show that there is a positive relationship between
transformational leadership and employee creativity.

Bolat (2010) explore the significant effect in hotels about the quality of the leader-member
Exchange on observation of organizational justice. In Ankara, Turkey questionnaires were sent to
three international chain hotels to collect the data. 309 questionnaires were analyzed. Variables
used are Gender, Marital status, Age, Tenure, Education, Distributive justice, Leader-member
exchange, Interactional justice and Procedural justice. Correlation and Regression technique has
been applied. The result suggests that employee’ perceptions of procedural justice, interactional
justice and distributive justice influence the superiority of the leader-member exchange.

Ram and Prabhakar (2010) investigate a possible relationship among perceptions of

organizational politics and leadership styles and among perceptions of organizational politics and
turnover intentions, job satisfaction, job involvement and job stress. Variables used are
Transformational Leadership, Transactional Leadership, Perceived Political Climate, Job
Satisfaction, Job Involvement, Job Stress and Turnover Intention. 301 questionnaires were
analyzed and the descriptive statistics that include Means and Standard Deviations and factor
analysis techniques are used to enter the data in SPSS. The results prove that relationship between
Perceptions of Organizational Politics and the four work-related outcomes, Job Involvement, Job
Satisfaction, Turnover Intentions and Job Stress. Transformational Leadership has positively
correlated with Job Satisfaction and Job Involvement and is negatively correlated with Job Stress
and Turnover Intentions were as Transactional Leadership is positively correlated with
Perceptions of Organizational Politics, Job stress and Turnover Intentions

Rukmani et al., (2010) study to identify the outcome of transactional and transformational
leadership style on effectiveness of organization. At Tamil Nadu, India mangers who are working
in public sector organization are sent questionnaire for evaluating leadership style. From 300
managers data has been collected. In this research, at public sector organization importance of
transformational leadership was compared by transactional leadership. Descriptive statistics and
multiple regression analysis techniques have been used. The managers have supposed the
importance of both transactional and transformational leadership style in the public sector
organizations, even though a little more significant is given to transformational leadership in
organizational effectiveness.

Dolatabadi and Safa (2010) investigate the consequence of participative and directive leadership
styles on shared customer oriented values, employees’ commitment to service quality and
employees’ role clarity in Iranian banking industry. From 87 Iranian banks data was collected and
questionnaires were sent to employees and managers that have directly associated to customer.
Techniques used are factor analysis. In this survey managers were asked about their leadership
styles, whereas commitment to service quality, shared values and role clarity were asked by
frontline employees. This study demonstrates on employee’s responses about the meaningful
effects of manager’s leadership styles in service environment.

Mohades et al., (2010) explore the relationship between athlete satisfaction, team cohesion and
coach's leadership styles among professional athletes in Iran. Questionnaire were used and of 272
sample. Techniques that used are One- Sample Kolmorov-Smirnov, descriptive statistics, Pearson
Correlation and Cronbach’s alpha coefficient to analyze the data. Result shows coaches
demonstrate higher in social and democratic support and in training and instruction. The coaches
can also use different styles of leadership to maintains and support task, athletes' satisfaction and
social cohesion.

Sharma and Bajpai (2010) study to raise effective leadership in private sector organization
Although there is a number of studies done on Effective Leadership, but no combine work is
focused to change effective leadership in a public and a private sector organization in Indian.
From both the public and private sector organizations, 250 employees which are from managerial
and non-managerial staff were considered for data collection. They hypothesized in public and
private sector organization that there is a major difference in the degree of effective leadership.
The results discovered that the employees have a greater degree of effective leadership in public
sector organization as compared to private sector organizations and also the increase or decrease
in effective leadership based on increases or decreases in job satisfaction.

Bucic et al., (2010) explore how a team member learning effected by the leadership style of a
team leader in organization. As the research is qualitative in nature, the case study method is used.
Result shows that team leader adopted the leadership style i.e. transactional, transformational or
ambidextrous has an operational effect on the development of learning and serve within the team
as a strategic resource and also in the organization.

Sara and Abbas (2009) examine the effect of leadership development on employee performance.
The variables considered are leadership development and employee performance. Correlation and
Regression analysis techniques have been used. Result suggests that manager have to possess
leadership skills to meet performance level which was determined by the organization and also to
perform well. The policy alternative is that organizations must know employees learning
requirement. So, both employees and managers should corresponds the basic for performance and
collaborate effectively.

Oluseyi and Ayo (2009) investigate in some selected industries in Ibadan the influence of
leadership effectiveness, time management and work motivation on employees’ performance. 300
participants through sampling were selected. Variables used are leadership effectiveness, work
motivation, job performance and time management. Technique multiple regression and
correlation matrix has been applied. This paper recommended that other leaders in the
organizations and senior management especially human resource managers are encouraged to take
larger interest in the welfare of workers to make them further valuable part in the organizational
success.

Abdullah et al., (2009) study the relationship among leadership effectiveness and the workplace
spirituality between secondary school principals in Malaysia. A quantitative research approach
i.e. through questionnaire 1,510 teachers of secondary schools were used to collect data Three
variables used Leadership effectiveness, Workplace spirituality and Managers’ leadership
practices. Hierarchical multiple regressions technique were used. The results specify that there
has an important role of workplace spirituality to play as an aide to leadership development,
besides leadership effectiveness.

Kurfi (2009) examine the role of leadership in attaining organizational goals and objectives with
various managerial styles. Content analysis of managerial leadership styles and extensive review
of literature are employs in this research paper. This study also reveal that the accurate style of
leadership depends on preference of the followers, nature of the job, the situation at a point in
time and the leader’s attitude. The paper recommended that both when in office and afterwards
leaders should be made to be accountable for their stewardships.

Asgari et al., (2008) study the relationship among organizational justice, organizational
citizenship behavior and transformational leadership behaviors. From five organizations in Putra
Jaya, Malaysia a sample of 162 employee’s survey data was collected. Correlation and Regression
technique has been applied. The result shows that there was direct and positive relationship
between organizational justice, transformational leadership behaviors and organizational
citizenship behavior with perceived organizational support, Trust and leader-member exchange.

Mannheim and Halamish (2008) determine whether the trainer in army training team’s leadership
style is affected or it is common across teams from various backgrounds. In an officers’ training
school at Israeli Defense Forces, 890 cadets are included in the operations, basic, infantry tracks
and support which were than organized into a team of 66. Three forms of questionnaires have
been used. Transformational leadership style, Team cohesion, Self-efficacy and learning culture
variables have been considered. Techniques Means, standard deviations, correlation and
Regression analysis has been applied. The result does not support the worldwide relationships
forecasted according to the theory.

Omolayo (2007) analyze the effect of leadership style on psychological sense of community and
job-related tension in work organizations. Variables job-related tension, psychological sense of
community and leadership styles has been considered. ANOVA and t-test techniques have been
used. Result shows that male workers experience higher job-related tension than female workers.
There is no difference in male and female workers psychological sense of community.

Shen and Chen (2007) compare and investigate the variations and relationships between
leadership, team performance and team trust in the manufacturing and service industries. The
sampling method for this study was stratified random sampling approach is used in this study 206
questionnaires for service and 166 questionnaires from manufacturing industries are used. Team
Trust, Team Performance, Leadership Style, Concern leadership, Instructed leadership, Control
leadership, Institutional Trust, Relational Trust, Task Performance and Cooperation Satisfaction
variables have been considered. Techniques MANOVA, Reliability and Factor Analysis have
been applied. By using structural equation modeling for testing of hypotheses show that leadership
has a positive effect on team performance and team trust, and that team trust also has a positive
effect on team performance.

Rejas et al. (2006) analyze the relationship between leadership style and performance in small
firms. The study make use of the type of transactional, transformational leadership and laissez
faire style, The study was done with a sample of 96 managers of small companies in the north of
Chile. The result shows that, transformational leadership is moderate, whereas the transactional
style is frequent and laissez faire style is infrequent. It was found that transformational leadership
has a positive impact on performance, whereas transactional leadership and laissez faire style had
a negative impact with the view to analyze the effects of leadership on the effectiveness of the
small companies.

Gil et al., (2005) analyze the effect of change-oriented leaders on team outcomes, performance
and satisfaction. Different public hospitals all over Spain were included as a sample in which
health-care professionals are 318 in health-care teams of 78. It’s an explanatory research.
Variables used are Group potency, Change-oriented leadership, Innovation, Team climate, Team
size, Team tenure, Satisfaction and Team effectiveness. Means, standard deviations, correlation
and Regression analysis techniques has been applied. Result shows that the relationship among
outcomes and leadership is arbitrated by the team climate, and that this arbitration is unbreakable
by group potency.
Hood (2003) analyzes the relationship between leadership style, ethical practices and CEO values
in organizations. Transformational and transactional leadership, ethical statement, Diversity
training, laissez-faire leadership, social and personal values, competency based values and
morality based values variables has been used. Pearson’s correlation and Regression analysis
technique has been applied .Result indicate that the transactional leadership is positively
correlated to persons based values and morality, and laissez-faire leadership is negatively
correlated to competency based values. Transformational leadership is significantly and positively
correlated to all four types of values.

Jung and Avolio (1999) manipulate transactional and transformational leadership styles and
evaluated them in group task conditions and individual to find out whether they had dissimilar
impact on collectivists and individualists performing a brainstorming task. Quantity, Practicality,
Long-term orientation, Leadership condition and Task condition variables has been considered.
Technique MANCOVA and ANOVA has been applied. Result shows that transformational leader
with collectivists generated more ideas, but transactional leader with individualist’s generated
more ideas. Individuals working alone were generally having lower performance than that of
Groups.

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