The purpose of the study was

The purpose of the study was to examine the relationship between the managers’ leadership styles (as perceived by subordinates) and outcome variables. The results indicated that transformational leadership KU-57788 had the greatest effects on all outcome variables (effectiveness, satisfaction, extra effort, and organizational commitment). On the other hand, laissez-faire leadership style had negative relationship with all outcome variables (effectiveness, satisfaction, extra effort, and organizational commitment). The results were in accordance with the available literature (Hunjra, Kashif-Ur-Rehman, Chani, Aslam, & Azam, 2010; Bushra, Usman, & Naveed, 2011; Farahani, Taghadosi, & Behboudi, 2011; Bano, 2013; Tsigu & Rao, 2015; Zeb, Saeed, Ullah, & Rabi, 2015; Yahaya & Ebrahim, 2016). It proved that transformational leadership had a significant relationship with outcomes in terms of effectiveness, extra effort and job satisfaction. The relationship between laissez-faire leadership style and effectiveness, and job satisfaction was found to be negative that supported the existing literature on leadership styles in relation to difference outcomes (Lowe, Kroeck, & Sivasubramaniam, 1996; Spinelli, 2006; Tsigu & Rao, 2015). However, mixed relationship was found between transactional leadership style and outcome variables. Contingent reward was found significant predictor of satisfaction, whereas no other dimension of transactional leadership styled had significant relationship with any outcome variable. The findings of this study suggests, contrary to Northouse (2009), that transformational leadership style is perceived the most effective leadership style in Pakistan and affirm that Full Range Leadership theory is supported in Pakistani settings.
Implications for research and practice The results of the study coincide with the findings of Bhagat and Steers (2009) that leadership varies across cultures. Study (based on subordinates’ perceptions) has proved that transformational and transactional leadership styles are commonly used leadership styles in the banking sector of Pakistan. However, the negative relationship between leadership styles and outcomes was of great interest. Further studies can be done to explore these relationships in depth. It is evident from the prior research that the banking sector in Pakistan is facing numerous challenges, which might include high turnover. Such challenges demand an effective leadership that could design and implement strategies to satisfy, retain, and motivate the employees to put forth extra efforts. Yet the findings of the study shows that leadership (managers’ behavior) itself can be a reason for such problems. Avolio (2011) is of the view that when adopted collectively transformational and transactional leadership styles are the most effective leadership styles. Moreover, the findings of this study emphasize the need to develop some system to provide subordinates’ feedback to their managers.
Limitations
Introduction Notwithstanding academicians and practitioners believe that inventory is a costly activity, they disagree on its necessity (Elsayed, in press). One research area that has grown considerably, in the operations management literature, and provided mixed findings is inventory-performance relationship. Specifically, while the positive effect of inventory reduction on organization performance has been reported in various studies that are based on either survey (Claycomb, Germain, & Dröge, 1999; Fullerton & McWatters, 2001; Fullerton, McWatters, & Fawson, 2003) or archival data (Boute, Lambrecht, Lambrechts, & Sterckx, 2006; Capkun, Hameri, & Weiss, 2009; Chen, Frank, & Wu, 2005; Elsayed, 2015a; Huson & Nanda, 1995; Koumanakos, 2008; Lieberman & Demeester, 1999; Shah & Shin, 2007; Swamidass, 2007; Voulgaris, Doumpos, & Zopounidis, 2000), other studies (e.g., Balakrishnan, Linsmeier, & Venkatachalam, 1996; Cannon, 2008; Demeter, 2003; Tunc & Gupta, 1993; Vastag & Clay Whybark, 2005) found no clear evidence for this relationship.