R.Gopali, are highly significant. Liridon Veliu, Mimoza Manxhari,

R.Gopali, Rima
Ghose Chowdhury (2014). Leadership Styles and Employee Motivation: An Empirical
Investigation in a Leading Oil Company in India. IMPACT: International Journal of Research in Business Management
(IMPACT: IJRBM) ISSN(E): 2321-886X; ISSN(P): 2347-4572 Vol. 2. The study
explores how at the western region of a leading oil and refinery Company,
leadership styles (the independent variable) influence employee motivation (the
dependent variable). Data of both types, primary and secondary, have been used
for the study. Secondary data has been collected through published data in
public domain. For primary data, using random sampling, 75 questionnaires were
distributed, out of which 50 were completed. The questionnaire contains
different elements drawn from a) The Full Range Leadership Development Model,
developed by Bass and Avolio (1994) and b) Work Motivation Scale. The
instrument employs 29 questions on Leadership style and 10 questions on
Motivation, on a 5-point and 7-point scale respectively. The survey was
administered between Jan and March 2014. The researcher found that the dominant
leadership styles were transformational and transactional and employees were
moderately motivated. The results show that different leadership style factors
will have different impacts on employee motivation components. Co-relation
between Transformational Leadership styles and employee motivation is positive
and the score is 0.602. Co-relation between transactional style and motivation
is also positive and the score is 0.329. However, the degree of co-relation is
less, which means that, transformational style of leadership motivates
employees more than transactional style. Laissez-fairre style, on the other
hand, has a negative co-relation with motivation. This means that employees are
not satisfied. All the co-relations are highly significant.

Liridon Veliu, Mimoza
Manxhari, Visar Demiri, Liridon Jahaj (2017). The Influence of Leadership
Styles on Employee’s Performance. Journal
of Management ?
2 (31).
This
study investigates the employees performance at Business Organizations in
Kosovo due to effect of different leadership styles. The impact of autocratic;
bureaucratic; charismatic; democratic; laissez-faire; transformational and
transactional leadership styles on employee performance at Business
Organizations in Kosovo is determined. The role of leaders in today’s
organizations has changed and the success of any organization relies on the
leadership styles practiced by the leaders. A good leader understands the importance
of employees in achieving the goals of the organization, and that motivating
the employees is of paramount importance in achieving these goals. Different
leadership styles bring about different consequences, which have direct or
indirect impact on the attitude and behaviors of the employees. The findings of
this study indicated that democratic, autocratic and transformational
leadership styles positively impacted the level of employee performance.  The results of the correlation analyses
revealed that charismatic, bureaucratic, laissez-faire and transactional
leadership style has a negative impact on the level of employee performance but
statistically it is not significant. Each leadership style is a combination of
different types of behavior and characteristics of leaders. If there is the
need to make a decision quickly and take urgent action, a leader should rely on
the autocratic style. If the group is undisciplined and poorly organized, the
autocratic style is more efficient. The democratic leadership style matches
with a well-organized and stable group. In the longer term, the democratic
style of leadership, which includes giving employees a certain freedom and
involving them in decision-making, is more productive.  The transformational leadership style matches
with attempts to induce followers to reorder their needs by transcending
self-interests and strive for higher order needs. The result clearly indicates
that transformational leadership is correlated with employee performance. These
results also informed that employee performance is heavily relying on
leadership and it can play a vital role in determining the performance of
employees, so managers must carefully analyze, what kind of leadership they
should adopt if they to want to increase employee performance.

Iqbal, Anwar, Haider (2015).
Effect of Leadership Style on Employee Performance. Arabian Journal of Business and Management Review. The purpose of
the study was to investigate the effect of the different leadership styles
(autocratic, democratic, and participative) on the employees’ performance. The
autocratic style is characterized by an “I tell” philosophy. The democratic
approach is characterized by an “I share” philosophy. Participative leadership
style is that involves all members of a team in identifying essential goals and
developing procedures or strategies for reach those goals. One of the main
benefits of participative leadership is that the process allows for the
development of the additional leaders who can serve the organization at a later
date. As elaborate by Myron Rush and Cole the participative style of leadership
has a greater positive effect on employee performance in which situation
employee feel power and confidence in doing their job and in making different
decisions. And in autocratic style leaders only have the authority to take
decisions in which employees’ feels inferior in doing jobs and decisions. In
democratic style employee have to some extent discretionary power to do work so
their performance is better than in autocratic style. The
authoritative style is appropriate when new employees are unfamiliar and don’t
have sufficient know how about their jobs. The consultative style is
appropriate when organization needs creative problem solving. The participative
style is appropriate when organization have competent and talented team members.
The democratic leadership style in Al-Ghazi tractor factory would further
empower their employees by developing teams and according some measure of power
and authority to their employees. The Al-Ghazi tractor factory would immediate
reduces the autocratic leadership practices. Hence, Al-Ghazi tractor factory
would advocate for the better leadership styles that suites different
situations so as to reduce the dominance of autocratic leadership unless in
situations where it is necessary.

Somaye Bahmanabad. A
Case Study of the Impact of Leadership Styles on Bank Employees’ Job
Satisfaction. Södertörn university, The Institute of Social
Sciences, Bachelor Thesis 15 hp.
Leadership affects
the organization effectiveness in a numerous amount of ways. Due to
circumstances there are a number of changes that take place in leadership.
Leadership is the powring force that governs the functioning of the employees;
especially in the banking sector.  Questionnaire
in the form of survey was used to collect the data. The data was tested using the
Structural Equation Modeling (SEM) Method using Lisrel software. The impact of
using transformational, relation-oriented and transactional leadership styles and
their direct effect on job Satisfaction. A total of one hundred questionnaires
were distributed among SEB and Swede bank´s employees and seventy-one fully
answered questionnaires were used for statistical analysis. In other words,
seventy-one percent of the questionnaires were returned.  The results clearly show that leadership
style (Relation-oriented, Transactional, and Transformational) have a
significantly positive effect on both the employer and employee’s satisfaction
with the job.  The results indicate that
the Transformational approach ads the most contribution toward job satisfaction
compared to the Transactional and Relation-oriented styles of leadership. There
is a significant relationship between the transactional leadership and job
satisfaction. There is a significant relationship between the relation-oriented
leadership and job satisfaction.