Commerce and Management

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    IMPACT OF TRANSFORMATIONAL LEADERSHIP ON EMPLOYEE TASK PERFORMANCE IN SELECTED AUTOMOBILE COMPANY IN SRI LANKA
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2025) Madushani, A.P.K.K.; Rebecca, E.
    This research investigates the impact of transformational leadership on employee task performance within the context of a selected automobile company. In today's competitive and globalized information culture, maintaining a competitive edge requires organizations to attract and retain talented workers, inspiring them to reach their full potential. The study explores the dynamics of employee task performance in the automobile sector, emphasizing the role of transformational leadership in fostering a positive work environment. The automobile sector in Sri Lanka, a significant contributor to the country's economy, faces challenges related to employee disengagement factors, including negative perceptions of the industry and poor working attitudes. Against this backdrop, the study aims to fill a crucial research gap by examining the impact of transformational leadership on employee task performance in the selected automobile company. Data were collected through a standard questionnaire from 144 non-executive level employees working at the selected automobile company. Simple regression analysis was used to test the study hypotheses, and SPSS version 23 was employed to analyze the collected data. In conclusion, the study sheds light on the transformative leadership practices that can significantly influence employee task performance in the Sri Lankan automobile industry. The findings hold practical significance for selected company and other industry stakeholders, guiding efforts to enhance employee satisfaction, productivity, and overall organizational success. Future research avenues include expanding the study to enhance employee satisfaction, productivity, and overall organizational performance.
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    A Review of the Modes of Conflict Management and the Managerial Grid Model of Leadership
    (Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2016) Darshani, R.K.N.D.
    Managing conflicts in organizations has become a crucial factor since it is dependent on incompatible goals and individual differences. Conflicts are inevitable. Hence managing conflicts where it can de-motivate the dysfunctional conflicts and to motivate functional conflicts became a prudent factor within the organizations. Literature identifies five ways of dealing with conflicts; Compromising, Accommodating, Competing, Collaborative and Avoiding styles. These conflict management styles should be practiced wisely since it should comply with the situations. Nevertheless, when taking decisions on conflict management the leadership styles also may make influences. According to the Managerial Grid five leadership styles are traced; Country club style, impoverished style, Middle- of – the road style, produce or perish style and Team style. This findings of this study renders a relationship between each leadership style and the practicing conflict management style which is complied. These attributes are highly based on the behaviors of the managers/leaders hence it is the way of eliciting their attitudes and decisions when dealing and managing conflicts. The researcher relates the compatibility with each leadership style and the conflict managing style and traces the relatedness of each. Further, reviewing literature the researcher clarify the need for practicing different conflict management styles regardless of the leadership style in accordance with the situation.
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    The Impact of Leadership Style on Employee Intention to Quit of Brandix Lanka
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, 2015) Udayanga, B.I.; Wijewantha, P.
    The garment sector plays an important role for the economic development of the country. Employee turnover, which is considered to be one of the challenging in business nowadays, creates a similar challenge to organizations in the apparel industry as well. High employee turnover rate is a critical problem to the companies. This study attempted to examine the impact of leadership styles (Autocratic, Democratic and Laissez faire) on employee turnover measured in terms of intention to quit in Brandix Lanka Ltd, Ratmalana. This organization was selected as an organization which suffers largely from employee turnover. Data were collected from employees regarding their intention to quit and leadership styles of their supervisors through self-administered anonymous questionnaire. The sample consisted of 100 employees who are working in Brandix Lanka Ltd in Ratmalana. Preliminary analyses were performed initially evaluate the suitability of the data for hypotheses testing and later regression analysis was performed for hypotheses testing. It was identified that there is a positive relationship between autocratic leadership, a negative relationship between democratic leadership and a negative relationship between laissez faire leadership and intention to quit of employees.