2321-5763 (Online)
0976-495X (Print)

Author(s): Sakshi Sharma, Manju Nair

Email(s): ,

DOI: 10.5958/2321-5763.2020.00029.3   

Address: Ms Sakshi Sharma1, Dr Manju Nair2
1Research scholar, Department of Management, Rajasthan Technical University, Kota, Rajasthan, India.
2Professor, IIIM, Mahaveer Marg, Jaipur, Rajasthan, India.
*Corresponding Author

Published In:   Volume - 11,      Issue - 2,     Year - 2020

The banking industry is an indispensable part of economy, where global challenges have increased the complexity of banks leader. As, its leader who plays influential role in inspiring, and retaining workers undergoing with changes and expand the organizational opportunities by focusing on high-performance of subordinates. Managers gets the opportunity to lead, not because of their designation, but because they are anticipated and acknowledged as the leader by their subordinates (Boseman, 2008). Extensive researches had projected that leaders and followers perceived differently about the value of their relationships (Campbell and Johnson, 2003; Xin, 2004). At this point, leader’s awareness towards the differences in perception of their leading style, and what their followers perceive is a critical matter. A huge disagreement exposes the lack of leader’s self-knowledge and poor style which leads to an adverse organisational milieu. This case would aid leaders to nurture themselves, once they develop awareness about the style, they demonstrate to followers in diverse work surroundings. The purpose of this case is to compare the leadership styles of managers from superior’s perception through self-rating and their follower’s perception through followers rating in public and private banks. The identified leadership styles in this case is based on behavioural taxonomy (Bass, 1998, MLQ), and data was contained from 102 immediate supervisors and 422 subordinates. After measuring through statistical t-tests, the outcome, shows the significant differences among responses of leaders and subordinates in private banks for transformational and transactional style in comparison to public banks. Future studies on leadership styles and their factors could be more consistently measured with two perceptions, which could carry out optimistic performance from both employees and organization.

Cite this article:
Sakshi Sharma, Manju Nair. Mapping perception discrepancy towards supervisors’ leadership style and subordinates’ performance: A case study on psychometric assessment of Public and Private Bank in India. Asian Journal of Management. 2020;11(2):187-192. doi: 10.5958/2321-5763.2020.00029.3

Sakshi Sharma, Manju Nair. Mapping perception discrepancy towards supervisors’ leadership style and subordinates’ performance: A case study on psychometric assessment of Public and Private Bank in India. Asian Journal of Management. 2020;11(2):187-192. doi: 10.5958/2321-5763.2020.00029.3   Available on:

1.    Akhtar Tanvir and Butt Marayam Raza (2002) ‘‘Leadership styles in public and private sector Banks of Rawalpindi and Islamabad’’ Pakistan Journal of psychological research, vol.17, No.3-4.
2.    Ardichvili, A. and Kuchinke, K.P. (2002), ‘Leadership styles and cultural values among managers and subordinates: a comparative study of four countries of the former Soviet Union, Germany and the US’, Human Resource Development International, Vol. 5(1), pp. 99-117
3.    Bass B. M. 1990. From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics (Winter): 19-31
4.    Bass B.M. and Avolio B.J. 2000. MLQ Multifactor Leadership Questionnaire. Redwood, C.A. Mingarden Inc.
5.    Belias D. and Koustelios A. 2014. Transformational leadership and job satisfaction in the banking sector: A review. International Review of Management and Marketing. Volume 4, Issue 3. p. 187-200.
6.    Bennett, T., 2009. “The relationship between the subordinate’s perception of the leadership style of IT managers and the subordinate’s perceptions of manager’s ability to inspire extra effort, to be effective, and to enhance satisfaction with management”, Academy of Strategic Management, Vol. 8, No.1
7.    Bhandarker, A. and Rai, S. (2015), “Positive transformational leadership: case study of an Indian public sector bank”, Asia-Pacific Journal of Business Administration, Vol. 7 No. 1, pp. 34-55.
8.    Bichango O. evans and Dr. Akash S.B (2012) ‘Training and Development practices in some selected public and private banks on Karnataka – An empirical Study’, Indian Business Scenario and jobless Growth- concerns and solutions, first edition, 2012, Himalaya publishing house
9.    Borman, W., and Motowidlo, S. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10(2), 99–109. s15327043hup1002_3.
10.    Boseman, G., 2008. “Effective leadership in a changing world, Journal of Financial Service Professionals, Vol. 62, No 3, pp.36-38.
11.    Bristow, M. and Clarke, M. (n.d.). Similarities and Differences between Leadership Development in the Private and Public Sectors? General Management Development Group, Cranfield School of Management retrieved from
12.    Brodbeck, F. C. et al. (2000), ‘Cultural variation of leadership prototypes across 22 European countries’, Journal of Occupational and Organizational Psychology, Vol. 73(1), pp. 1-29
13.    Campbell JP. Modeling the performance prediction problem in industrial and organizational psychology. In: M.D. Dunnette, and L.M. Hough (Eds), Handbook of industrial and organizational psychology, Vol.1 (2nd ed.). Palo Alto, CA: Consulting Psychologists Press.; 1990, pp. 687-732.
14.    Faud N Shaikh (1988), Managerial Leadership Style in the Private sector in Jordan, Dept of Mgt Studies, Glasgow Business school, University of Glasgow.
15.    Jung, D. I. and Avolio, B. J. (1999), ‘Effects of leadership styles and followers’ cultural orientation on performance in group and individual task conditions, Academy of Management Journal, Vol. 42(2), pp. 208-218
16.    Kajal, M. Sharma. (2011) "Performance of Indian public and Private sector banks: A comparative study." International Journal of Innovation, Management and Technology, june2011: 249-256
17.    Kaur (2014) Leadership Behaviour in Public and Private Sector Banks In Chandigarh 2Region, E-Journal, Volume 4, Issue 1 (Jan-Mar 2014) Issn 2250-348x, India.
18.    Koopmans, L. (2014). Measuring individual work performance. Amsterdam: Department of Public and Occupational Health Vrije Universiteit University Medical Center
19.    Lowe, K., Kroeck, K., and Sivasubramaniam, N., 1996. “Effectiveness correlates of transformational and transactional leadership: A Meta-analytic review of the MLQ literature”, Leadership Quarterly, Vol. 7, No. 3, pp.385-425.
20.    Mehta, and Mahajan (2012) ‘‘Leadership styles of managers (Comparative study of public and private sector banks).’’ Zenith International Journal of Business Economics and Management Research, Volume: 2, Issue: 9: 64-84.
21.    Muhammad Iqbal (July-2005), A Comparative Study of Organizational Structure, Leadership Style and Physical Facilities of Public and Private Secondary Schools in Punjab and their Effect on School Effectiveness, University of Punjab, Lahore
22.    Piccolo, R. F., and Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management journal, 49(2), 327-340.
23.    Pulapa Subba Rao, Ponnusamy Manohar Albert C. Mellam (Jan-2008), Leadership Styles and their Contribution to Performance and Satisfaction of Leaders and Followers in State and Private Enterprises in Papua New Guinea, Delhi Business Review, Vol.9, No.1.
24.    Raemah Abdullah Hashim Rosli Mahamood (2007), The Relationship between Transformational Leadership Style and the Commitment to Service Quality among Academic Staffs in Selected Six Public and Private Malaysian Universities.
25.    Sharma, J.P. and Bajpai, N. (2010). Effective Leadership and its Linear Dependence on Job Satisfaction: A Comparative Study in Public and Private Organization in India. Research Journal of International Studies, 16 (9), 73-83

Recomonded Articles:

Author(s): Vinod N. Sayankar

DOI: 10.5958/2321-5763.2015.00006.2         Access: Open Access Read More

Author(s): Saritha Madipelli, Y. Chinappa

DOI:         Access: Open Access Read More

Author(s): Subhadeep Mukherjee

DOI: 10.5958/2321-5763.2017.00010.5         Access: Open Access Read More

Author(s): Shweta Rajput, Mayank Singhal, Shiv Kant Tiwari

DOI: 10.5958/2321-5763.2016.00015.9         Access: Open Access Read More

Author(s): Shilpa Jain, Nitya Khurana

DOI: 10.5958/2321-5763.2017.00001.4         Access: Open Access Read More

Author(s): Nameirakpam Chetana, A. K. Das Mohapatra

DOI: 10.5958/2321-5763.2017.00098.1         Access: Open Access Read More

Author(s): P. Vakula Kumari, S.V.S. Chauhan

DOI:         Access: Open Access Read More

Author(s): Priyanka Ostwal

DOI: 10.5958/2321-5763.2017.00028.2         Access: Open Access Read More

Author(s): Suchitra Rathi

DOI: 10.5958/2321-5763.2018.00002.1         Access: Open Access Read More

Author(s): Uttam Kumar Das, Jayakrushna Panda

DOI: 10.5958/2321-5763.2017.00149.4         Access: Open Access Read More

Author(s): Harilal. A, Santhosh V A

DOI:         Access: Open Access Read More

Asian Journal of Management (AJM) is an international, peer-reviewed journal, devoted to managerial sciences. The aim of AJM is to publish the relevant to applied management theory and practice...... Read more >>>

RNI: Not Available                     
DOI: 10.5958/2321-5763 

Recent Articles