ISSN

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


Author(s): Sakshi Sharma, Manju Nair

Email(s): sakshisharma6587@yahoo.com , sakshi87sharma@gmail.com

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


ABSTRACT:
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


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