Article Title: Leadership Styles as Predictors of Innovative Work Behavior
Author(s): Muhammad Jamshed Khan, Naeem Aslam & Muhammad Naveed Riaz
Institute(s): National Institute Pakistan, Quaid-i-Azam University, Islamabad; Department of Psychology, University of Sargodha, Sargodha
Journal: Pakistan Journal of Social and Clinical Psychology, 2012, Vol. 10, No. 1, 17-22
Correspondence Address: Naeem Aslam, National Institute of Psychology, Quaid-i-Azam University, Islamabad. Email: email@example.com
The present study was carried out to examine the role of transformational, transactional, and laissez-faire leadership styles in predicting innovative work behavior among bank managers of Rawalpindi and Islamabad. Multifactor Leadership Questionnaire (MLQ; Bass & Avolio, 1990) and Innovative Work Behavior Scale (Butt, 2006) were used for data collection. The sample of the current study comprised 100 bank managers including men (n = 78) and women (n = 22) with age range from 30 to 55 years (M = 33.42, SD = 9.13). Stepwise regression analysis was applied to see the effect of leadership styles on innovative work behavior. Results showed that transformational and transactional leadership style positively predicted innovative work behavior whereas laissez-faire leadership style negatively predicted it. t-test revealed women bank managers to have more transformational leadership style and men to be more innovative. In case of bank sectors, public banks had more transformation leadership style and private bank were more innovative. Findings of the study are in line with the theoretical assumptions of transformational and laissez-faire leadership style but inconsistent for transactional leadership style. Practical implications are discussed and suggestions for future research are made.
Keywords: leadership styles, innovative work behavior, gender, banks