Commerce and Management
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Item 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.Item Developing Global Leadership Bench Strength through Transformational Leaders(Asian Journal of Empirical Research. Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2018) Wijewantha, P.Developing the global leadership bench strength by advancing the global leadership competencies of high potential employees is a critical concern for Multinational Corporations (MNCs), to achieve sustainable competitive advantage. Accordingly, the main purpose of this paper is to emphasize the role of line managers transformational leadership in developing the global leadership competencies of their respective subordinates, with the theoretical support of the transformational leadership theory. For the above purpose, data were collected from line manager-high potential dyads, using a structured questionnaire developed using well accepted, standard measures. Upon completion of preliminary analyses, the hypothesis was tested. From the regression analyses, it was found that there is a major impact of line manager's transformational leadership in the development of global leadership competencies of high potential subordinates. This finding is consistent with the transformational leadership theory and other empirical studies in the area and suggests the development of line manager's transformational leadership competencies for the purpose of developing the global leadership bench strength in MNCs.Item Developing global leaders through transformational leadership(International Conference on Human Resources Management,Rethinking HRM in Asia and the Globalising World, 2016) Wijewantha, P.; kailasapathy, P.This paper attempts to see whether there is an impact of line managers’ transformational leadership on global leadership competencies of high potentials in MNC subsidiaries operating in Sri Lanka. The relationship is established extending the transformational leadership theory to the MNC context, based on previous literature that line managers contribute to follower leadership development. This is a quantitative survey study, based on primary data. The unit of analysis is dyads: the high potential subordinate and his or her respective supervisor. Data were collected using self-administered anonymous questionnaires after taking precautionary methods to reduce CMV. Questionnaires were developed using the ‘Profile of the Global Leader of the Future’ developed by Accenture containing 41 items and 39 items from Form 5–X of the MLQ, covering the four main dimensions of transformational leadership. Data were analyzed with SPSS and AMOS 16.0 software using hierarchical regression analysis. According to the results, the hypothesis is supported indicating there is an impact of line managers’ transformational leadership on global leadership competencies of high potentials. As the number of studies reported on high potentials in the Sri Lankan context with respect to both MNCs and local companies is very limited, the present study fills that void in literature to a great extent.Item The Impact of Leadership Styles on Employee Performance(Department of Accountancy, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2016) Chamika, M.W.; Gunasekara, U.L.T.P.The study expects to assess the effect of leadership styles on employee’ performance in banking industry. The main objective of the study is to examine the effect of different leadership styles specially transformational and transactional leadership styles on employee’ performance. A cross section descriptive survey research strategy was implemented in which 80 usable structured questionnaires were collected. The leadership styles were measured through the Multi factor Leadership Questionnaire developed by Avolio and Bass (1995), modified to fit the context of the study. Employees’ performance was measured by the performance scale of Yousef (2000). Pearson’s correlation and regression analysis were used to evaluate both relationships and effects as per the hypotheses of the study. The findings illustrate that transformational leadership style is the most exhibited style at the banks. Bank employee performance is above average and overall, transformational leadership style was found to be strongly correlated with employee performance. The results suggest that supervisors in banks need to use a lot of transformational leadership behaviors or rather embrace transactional leadership style. From the results, transformational leadership could have larger effects on employee productivity and quality of performance. It is recommended therefore that Transformational leadership is the most effective leadership style in improving employee performance.