The document discusses different leadership styles and their relationship to employee performance. It describes transformational leadership as enhancing motivation through connecting employees' identity to the organization and being a role model. Transactional leadership focuses on supervision and uses rewards/punishments. The research paper aims to investigate the relationship between leadership styles and job performance. It found that employees preferred transformational leadership and contingent rewards, which had the strongest effect on performance measures like extra effort, effectiveness and satisfaction.

2. Presentation By
Santhiya
.S
Ranjitha
.R

5.  Transformational leadership enhances the motivation,
morale, and performance of followers through a variety of
mechanisms.
 These include connecting the follower's sense of
identity and self to the project and the collective identity
of the organization.
 Being a role model for followers that inspires them and
makes them interested.

6.  Challenging followers to take greater ownership for
their work, and understanding the strengths and
weaknesses of followers.
 The leader can align followers with tasks that
enhance their performance.

7. Transactional
Leadership

8.  Transactional Leadership, also known as managerial
leadership.
 Focuses on the role of supervision, organization, and
group performance.
 Promotes compliance of his followers through both
rewards and punishments.

9.  These leaders pay attention
to followers' work in order to
find faults and deviations.
 This type of leadership is
effective in crisis and
emergency situations, as well as
when projects need to be
carried out in a specific fashion.

10. “The Relationship between Leadership styles and
Employee Performance”
Senthamil Raja. A
Palanichamy. P
January 2011
Sri Krishna International Research & Educational
Consortium, Vol. 2, Issue 1,
ISSN 2229 - 4104
Research Paper Title

11.  To Investigate the relationship among effective
leadership and employees’ job performance
 To assess the employees’ preference over leadership
behaviours out of transformational, transactional and
laissez faire Leaders.
 This concept is illustrated for the fields of leadership,
organization, and motivation.
Purpose

12. Review of Related
Literature
 Molero et al (2007)
 Mester et al (2007)
 Aragon - Correa et al.
(2007)
 Walumba et al (2004)
 Whitelaw and Morda
(2004)
 Bono and Judge (2003)
 Stewart , Carson and Cardy
(1996)
 Purvanova et al (2006)

13. Objective
 To evaluate the leadership styles and the
performance measures of the selected samples.
 To identify the relationship between leadership
and performance.
 To critically evaluate the impact of scoring on
transactional leadership.

14. Research
methodology

15. Quantitative research design had been employed
Research instrument consisted of 40 questions
considering various performance variables.
158 out of 200 questionnaires were received
Descriptive statistics and regression analysis .
Extra effort, effectiveness and satisfaction – full
scale and sub scale model
Research
methodology

16.  Transformational Leadership.
 Transactional Leadership.
 The performance measure
was rated using 5 point likert
scale method.
 Reversed scoring Method.

17. Statistical Analysis

21. Findings/Result

22. Findings/Result
 Descriptive statistics – Transformational leaders had
the strongest effect on extra effort, effectiveness, and
satisfaction than the other two leadership.
 The contingent rewards had the highest mean than at
least two of the transformational leadership subscales.

23. Our Findings from this
paper
 Respondents preferred to
work for those who exhibit
transformational leadership
style.
 And also for those who
provide certain reward for their
performances.

25.  Under this style we believe each member of the
team has valuable contributions to make.
 We must plan our strategy to empower each one of
them.
 We should consider what will work for our
employees.

26. Rewarding our employees’ good ideas, and empower
them to develop those ideas.
Post photos of the employee of the month, or show an
employee that he is appreciated with a certificate,
written note and a gift card to a classy restaurant.

27. To include everyone, we can also combine the public
recognition with one-on-one coaching to those who can
improve with additional attention.
We should be sure to spread good feeling around
because if employees perceive that all the rewards are
going to a few, they may be resentful.