Impact of Perceived Leadership Styles on Job-Related Outcomes: A Conceptual Framework

Abstract

Motivating the followers for high performance is the main task of any leader to achieve desired organizational outcomes. In today's highly complex, turbulent environment, public sector organization must take the leadership style adopted by the leaders into consideration in order to improve the job performance of employees and thereby provide better service to the community. This study is an attempt to review the existing literature and to formulate a model for investigating the effect of leadership styles on employee job-related outcomes in the public sector organizations in Sri Lanka. Conceptualization was based on the idea of the Full Range of Leadership (FRL) theory. Transformational leadership consists of three sub-constructs. The Full Range of Leadership theory used both transformational and transactional leadership attributes in different degrees depending on the situation and ability of subordinates. In the present study, the conceptual framework assumes that perceived transformational and transactional leadership impact on job performance through the mechanism of employees' organizational commitment, psychological empowerment, and organizational citizenship behavior. The study reviews existing literature to make it clear which leadership style/s has/have been reported as more effective in term of employee job-related outcomes. Based on the literature, the study formulated a conceptual framework which can be used for future research.