Main Article Content
Transactional Leadership, Employee Engagement, Contingent Reward, Active Management, Passive Management, Management by Exception
The purpose of the article: This research explored and contributes to the leadership literature by investigating the influence of transactional leadership over employee engagement at certain banks located in KPK and Punjab province of Pakistan. It observes the influence of main aspects i-e contingent reward, active management by exception (MBE active) on worker’s regular job commitmentMaterials and methods: This distinctive combination of leadership behaviors are compared with attention given specifically to everyday work settings. Twenty banks are selected involving 180 employees. Questionnaires and interviews are conducted to collect data.Results of the research: The relationships among variables are examined through the Spearman Rank-order correlation coefficient. The moderating effects associated with corporate culture are observed by employing multiple regression analyses. A positive and significant relationship is revealed between transactional management and chosen variables except “passive management by exemption”. It is safely predicted that employee job satisfaction can be greatly elevated through transactional leadership. It is established that “contingent reward” and “active management by exemption” improve worker's engagement in contrast to passive management by exemption.
Applications: This research can be used for universities, teachers, and students.
Novelty/Originality: In this research, the model of Drivers of Employee Engagement and Role of Transactional Leadership-Case of Pakistani Banking Sector is presented in a comprehensive and complete manner.
2. Bahremand, A. (2015). The concept of translation in different teaching approaches and methods. UCT Journal of Social Sciences and Humanities Research, 3(1), 5-9.
3. Baridam, D.M. (2001) “Research Method in Administrative Science”. University of Port Harcourt.
4. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Mahwah, NJ: Lawrence Erlbaum. https://doi.org/10.4324/9781410617095
5. Bolino, M. C., Turnley, W. H. (2003) Going the extra mile: Cultivating and managing employee citizenship behavior. Academy of Management Executive 17(3): 60-71. https://doi.org/10.5465/ame.2003.10954754
6. Burns, J. M. (1978). Leadership. New York: Harper & Row.
7. Cooper, D. R. & Schindler, P. S. (2001). Business research methods. New York: McGrew-Hill Companies.
8. Eskildsen, J.K., & Nussler, M.L. (2000). The managerial drivers of employee satisfaction and loyalty. Total Quality Management, 11(4), 581–588. https://doi.org/10.1080/09544120050007913
9. Jaskyte, K. (2004). Transformational leadership, organizational culture, and innovativeness in non-profit organizations. Nonprofit Management & Leadership, 15(2), 153-168. https://doi.org/10.1002/nml.59
10. Javidan, M. & Waldman, D.A. (2003), “Exploring Charismatic Leadership in the Public Sector: Measurementand Consequences”, Public Administration Review, Vol. 63, No. 2, pp. 229 – 242. https://doi.org/10.1111/1540-6210.00282
11. Lee, Y., Capraro, R. M., & Capraro, M. M. (2018). Mathematics Teachers’ Subject Matter Knowledge and Pedagogical Content Knowledge in Problem Posing. International Electronic Journal of Mathematics Education, 13(2), 75-90. https://doi.org/10.12973/iejme/2698
12. Maharani, I. P., & Subanji, S. (2018). Scaffolding Based on Cognitive Conflict in Correcting the Students’ Algebra Errors. International Electronic Journal of Mathematics Education, 13(2), 67-74. https://doi.org/10.12973/iejme/2697
13. Peres, P., Moreira, F., & Mesquita, A. (2018). Are Really Technologies at the Fingers of Teachers? Results from a Higher Education Institution in Portugal. Journal of Information Systems Engineering & Management, 3(1), 08. https://doi.org/10.20897/jisem.201808
14. Yang, I. (2015). Positive effects of laissez-faire leadership: conceptual exploration. Journal of Management Development, 34(10), 1246-1261. https://doi.org/10.1108/JMD-02-2015-0016
15. Mekpor, B., & Dartey-Baah, K. (2017). Leadership styles and employees’ voluntary work behaviors in the Ghanaian banking sector. Leadership & Organization Development Journal, 38(1), 74-88. https://doi.org/10.1108/LODJ-09-2015-0207
16. Mette, I. M., & Scribner, J. P. (2014). Turnaround, transformational, or transactional leadership: An ethical dilemma in school reform. Journal of Cases in Educational Leadership, 17(4), 3-18. https://doi.org/10.1177/1555458914549665
17. Blomme, R. J., & Kodden, B. (2014). Engagement: a new concept in the hospitality industry? The role of management in increasing engagement amongst hospitality workers. In The Routledge Handbook of Hospitality Management (pp. 85-93). Routledge.
18. Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership theories, principles and styles and their relevance to educational management. Management, 5(1), 6-14.
19. Hogan, T. D. (2005). The Impact of Staff Case Manager–Case Management Supervisor Relationship on Job Satisfaction and Retention of RN Case Managers. Professional Case Management, 10(5), 246-253. https://doi.org/10.1097/00129234-200509000-00007
20. Gonzalez, M. D. (2012). THE ROLE OF EMOTIONAL INTELLIGENCE (EI) IN PROJECT MANAGEMENT OVER THE NEXT FIVE YEARS. Journal of Knowledge & Human Resource Management, 4(7).
21. Maisoni, H., Yasri, Y., & Abror, A. (2019, April). Effect of Organizational Culture, Leadership and Compensation on Employee Engagement in Coca-cola Amatil Indonesia Central Sumatra. In 2nd Padang International Conference on Education, Economics, Business and Accounting (PICEEBA-2 2018). Atlantis Press. https://doi.org/10.2991/piceeba2-18.2019.73