This research was conducted as part of requirement for my MS degree in Industrial Organizational Psychology from GC University Lahore. Contact me for the complete thesis findings and discussions.

1. Ibrahim Siawash
Organizational
Psychologist,
USA Certified
Hypnotherapist,
Certified Corporate
Trainer,
Inspirational Speaker
www.ibrahimsiawash.com

2. Perceived Managerial Leadership Styles, Work
Engagement, Organizational Commitment and
Employee Performance in Information
Technology Sector
Muhammad Ibrahim (Siawash)

3. Work Engagement
Clemmer group (2016) published a paper where after conducting a
research on 250,000 individuals and 23,800 leaders through 360
feedback assessment identified the single biggest variable that
influences an employee’s level of engagement to be the immediate
manager or supervisor.

4. Organizational Commitment
In their research, Caught and Shadur (2000) found that employees who
are committed would work harder and it is more likely that they will go
beyond the call of duty in order to achieve organizational objectives.

5. Performance
• Javaid (2012) asserts leadership to be the most important
determinant of employee commitment. Additional to commitment,
employee performance and productivity should also increase if they
are treated with good leadership style (Chan Sook Leng et al. 2014).

6. Performance
• Asrar-ul-Haq and Peter Kuchinke (2006) examined the impact of
manager’s leadership style on 224 full-time employees’ performance
in banking sector of Pakistan. Their research demonstrated that there
is a significant direct relationship between transformational
leadership (which Avery calls visionary leadership) and employee
performance. The review of such researches suggest that
transformational leadership has positive influence on employee self-
efficacy, motivation, creativity and organizational performance (Steijn,
& Vermeeren, 2015; Newland, Newton, Podlog, Legg, & Tanner, 2015;
Kim &Yoon,2015; Jyoti &Bhau,2015).

7. Avery’s (2004) Typology of Perceived Leadership Styles
1. Transactional Leadership
Marked with the willingness of the leader to interact and negotiate
with followers on agreements

8. Avery’s (2004) typology of perceived leadership styles
2. Visionary Leadership
Also known as charismatic or transformational leadership where the
leader delivers a vision of the future that caters to followers’
motivations and needs

9. Avery’s (2004) typology of perceived leadership styles
3. Classical Leadership
leadership of dominance and control

10. Avery’s (2004) typology of perceived leadership styles
4. Organic Leadership
A distributed leadership where individuals of a group lead one
another towards the achievement of an organizational goal

11. Meyer and Allen’s (1991) Three Component Model of Commitment
1. Affective Commitment
where the employee stays because he is emotionally attached with
the organization and actually desires to stay

12. Meyer and Allen’s (1991) Three Component Model of Commitment
2. Normative Commitment
where the employee stays because he has developed a transactional
relationship with the company, i.e. he receives benefits for his stay

13. Meyer and Allen’s (1991) Three Component Model of Commitment
3. Continuous commitment
where the employee stays because of the pressure of social norms
and finds it to be obligatory to continue his service with the
company

14. Goodman and Svyantek (1999) Job Performance Scale
1. Task Performance
also known as in-role performance which are the duties and
responsibilities agreed upon by the employee as part of his job
description

15. Goodman and Svyantek (1999) Job Performance Scale
2. Contextual Performance
also known as extra-role performance which are the activities that
an employee is willing to perform that go beyond the call of duty but
ultimately help the organization or function better

16. Schaufeli’s (2004) Utrecht Work Engagement Scale
1. Vigor
explained as high levels of energy and mental resilience during work
activity, the willingness to invest effort in one’s work, and stay
persistence even in the face of difficulties

17. Schaufeli’s (2004) Utrecht Work Engagement Scale
2. Dedication
defined as being strongly involved in work and experiencing a sense
of significance, inspiration, enthusiasm, challenge and pride

18. Schaufeli’s (2004) Utrecht Work Engagement Scale
3. Absorption
explained as being fully concentrated and happily engrossed in work
activity, in the way that time passes quickly and one has difficulties
with detaching oneself from work

19. Objectives
1. To understand the relationship between perceived leadership
styles, employee engagement, organizational commitment and
employee performance.

20. Objectives
2. To study the effect of age differences among the IT employees in
terms of perceived leadership style, organizational commitment,
work engagement and job performance.

21. Objectives
3. To investigate a good predictor for employee performance, work
engagement and organizational commitment.

22. Leadership
Employee
Performance
H1

23. Organizational
Commitment
Employee
Performance
H2

24. Leadership
Organizational
Commitment
H3

25. Leadership
Employee
Engagement
H4

26. Employee
Engagement
Employee
Performance
H5

27. IT employees with varying age groups would differ in terms of
perceived leadership style, work engagement, organizational commitment
and employee performance.
H6

28. Research Design
1. Correlational Research Design was followed in this study as the aim
of this study was to investigate the potential link among perceived
leadership styles, employee commitment, employee levels of
engagement and employee overall performance.

29. Research Design
2. The research aimed to establish a predictive nature for leadership
so that best practices could be developed in the IT sector of
Pakistan.

30. Sampling
A purposive sample consisting of 164 respondents with a distribution
of 137 males and 27 females was conveniently drawn. These
respondents were currently employed in several IT companies in
Pakistan.

31. Analysis
1. Multivariate Analysis
2. Correlation Analysis
3. Multiple Regression Analysis

32. Results (MANOVA)
1. Main effect of Age affects in terms of
1. Classical Leadership F (2, 161) = 3.190, p < 0.05
2. Contextual Performance F (2, 161) = 4.154, p < 0.05
3. Task Performance F (2, 161) = 4.494, p < 0.05
4. Overall Performance F (2, 161) = 4.775, p < 0.05
5. Work Engagement F (2, 161) = 3.726, p < 0.05

33. Results (MANOVA)
Post Hoc analysis indicated that on their perception of
1. Classical Leadership, employees who were under 25 years scored higher than those 25
to 34.
2. Contextual Performance, Task Performance and Overall Performance employees who
were 35 to 44 years old reported marginally higher performance than employees
under 25.
3. Employee Engagement, employees of 35 to 44 years old scored significantly higher
than under 25 years old.

34. Results (Correlation)
1. The correlation analysis indicated that there exists a positive
correlation among all the variables except classical leadership and
employee engagement.

35. Results (Multiple Regression)
1. Organic Leadership (β = .320, p < .01) followed by Classical Leadership (β
= .229, p < .01) significantly predict Employee Performance.

36. Results (Multiple Regression)
2. Organic Leadership (β = .278, p < .01) followed by Transactional
Leadership (β = .243, p < .01) and Classical Leadership (β = .151, p < .01)
significantly predict Employee Commitment.

37. Results (Multiple Regression)
3. Organic Leadership (β = .395, p < .01) is the best predictor of work
engagement.

38. Results (Multiple Regression)
4. Employee commitment (β = .650, p < .01) is an excellent predictor of
employee performance. Specifically, Continuous Commitment seems
to be significantly a predictor (β = .786, p < .01), Affective Commitment
seems to be non-significant (β = .176, p > .01).

39. Results (Summary)
1. Correlation Analysis indicated that there exists a positive correlation
among all the variables except classical leadership and employee
engagement.

40. Results (Summary)
2. Multivariate Analysis indicated significant main effect of Age Group
in terms of Classical Leadership, Contextual Performance, Task
Performance, Overall Performance, Work Engagement.

41. Results (Summary)
3. Multiple Regression Analysis concluded that even though organic
leadership is relatively a new paradigm of leadership it is
significantly strong predictor of employee commitment,
engagement and performance.

42. Implications
The results of this thesis can serve as a ground work for CEOs of IT
sector in Pakistan to hire, retain and train their executives and
managers in an Organic Leadership Style to enhance their
employee’s performance and overall innovation.

43. Limitations
1. IT sector of Pakistan is mostly male populated so we were unable to
balance genders. More female participants could provide us with a
better picture of the gender differences in terms of variables.