In order to decide on the most effective approach, the manager must consider the experience and skill levels of employees, the kind of work involved, the organization’s environment and the manager’s natural or preferred style (Schriesheim, 1982). While positive leadership commonly give rewards such as independence and training to employees with an aim of increasing employee morale, negative leadership emphasizes giving penalties.
A close analysis of the company’s management has revealed that most supervisors in the company have preferred the application of transformational management over other management styles. The impacts of this management style theoretically include improved employee morale and performance according to Bass (1998). It is however unclear whether its application in the company has and will continue to yield positive fruits. It is in this respect that the organization seeks to carry out a research to make certain whether or not the transformational management style is effective in practice as it is claimed to be in theory with regard to this company.
The research will be limited to the company and its employees and will therefore preclude the involvement of other persons or parties. While mention of several management styles will be made, the research will be biased towards the application of transformational leadership vis a vis autocratic leadership. Further, the research will mainly concentrate on determining the effects of supervisors’ application of transformational leadership on employees and their performances at work. In this respect, the research will focus on measuring the impacts of the management style in terms of employee commitment, absenteeism and performance as well as production turnover.
In appreciation of the fact that management style of an organization’s leadership has significant and measurable impacts on its (the organization’s) performance, there is a