Abstract
This is an exploratory study undertaken in 31 companies of automobile
parts and accessories manufacturers, located at Lahore, Pakistan to investigate
moderation effect of leader’s self-efficacy on relationship between leadership
styles and employees’ performance. Data was analyzed using linear regression.
The study used four basic leadership styles identified in a recent land mark
study by Hussain, Hassan and Khan (Hussain et al., forthcoming). These four
leadership styles represent most of the leadership styles available in the
literature. The four leadership styles are taken as independent variables, the
employees’ performance as dependent variable and leader’s self-efficacy as
moderating variables. The results of the study show that (1) leader’s selfefficacy does not significantly (α>0.05) impact the correlation between
transformational-integrated leadership style and employees’ performance and
the correlation between pacesetting-integrated leadership styles and employees’
performance (2) leader’s self-efficacy significantly (α>0.05) impacts the
correlation between authoritative-integrated leadership styles and employees’
performance and democratic-integrated leadership styles and employees’
performance. Research will help organizations in hiring of new leadership and
in the setting priorities of leadership development. While study has been
conducted within special context of Pakistan, it is expected that its findings are
generalizable due to size of the sample and extensiveness of the study
Mujahid Hussain, Hamid Hassan. (2016) Leader’s Self-Efficacy and Effectiveness of Leadership Styles, Abasyn Journal of Social Sciences, Volume-09, Issue-1.
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