The Relationship between Leadership Styles and Job Performance: The Role of Work Engagement as a Mediator: Review Article

Syed Mir Muhammad Shah, Kamal Bin Ab. Hamid, Umair Ahmed Shaikh, Muhammad Asif Qureshi, Munwar Hussain Pahi

Abstract


Job performance of managersis affected by so many factors in business organizations. Job performance stands on different factors; few of them are personal or individual traits and opportunities or system factors. This all is related to the work, which have significant relationshipon employees’ task and contextual performance. Good leadership acts asa very vitalpart and leading towards betterperformance and accomplishment of organizational goals. On the other hand, a large number of performance measures were infertile as a result of factors such as unsuccessful leadership styles of the leaders. This paper proposes that transactional leadership and transformational leadership styles have direct relationship on the job performance of managers. The paper further incorporates the work engagement as mediator between leadership styles and job performance of managers. It is mainly targeted to improve the strengthof leaders.Consequently they take up onthose leadership styles which refine abilities of the leaders and assist them to obtain job performance.  The paper finally suggests future research direction in view of leader member exchange theory and equity fairness and justice theory.


Keywords


Transformational Leadership, Transactional Leadership, Work Engagement, Job Performance.

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