A conceptual model is developed on the basis of their relationship with a view to analyze which one leadership style is most appropriate to improve the performance of employees of an organization.
Consequently, performance was operationally perceived as: executing defined duties, meeting deadlines, team input, and achieving departmental goals.
The above should lead to efficiency, specialization, effective feedback and good organizational relations.
Both terms (leadership and employee performance) cohesion should be proved through styles and approaches in attempt to cause efficiency which variable in this study was leadership and indeed Carter  defined leadership as the ability to employ managerial competencies to organized performance processes by inspiring, igniting and motivating teams to meet set organizational goals.
Theoretical perspective The Fred Fiedler presents the theory of Fiedler leadership contingency model theory in which he proposed that effective employees performance depended upon the proper match b/w a leaders’ ability to lead is contingent upon situational factors that include the leaders’ capabilities, preferred style, and behavior, competency of employees .
This theory propounded that leaders should adopt that style which best to the situation and immediately stimulate the employee performance.
The traditional concept of personnel administration has gradually replaced with the human resource management.
This give importance to the strategic integration of new leadership styles into effective management of employees and to improve the employee performance.
Received date: December 18, 2014 Accepted date: July 16, 2015 Published date: July 28, 2015 Citation: Iqbal N, Anwar S, Haider N (2015) Effect of Leadership Style on Employee Performance. Visit for more related articles at Arabian Journal of Business and Management Review The study sought to investigate the effect of leadership styles practiced in an organization and their effect on employee performance.
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