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Relationship Between Perceived Leadership Style and Employee Engagement in Service Sector: An Empirical Study

Journal of Organisation and Human Behaviour

Volume 6 Issue 4

Published: 2017
Author(s) Name: Khagendra Nath Gangai, Swati Agrawal | Author(s) Affiliation: Bhartiya Vidya Bhavan’s Usha & Lakshmi Mittal Institute of Management (BULMIM), New Delhi, India.
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The purpose of the present study is to examine the relationship between perceived leadership styles and employee engagement in the service sector. The causal research design with cross-sectional nature of data was used for the study. A sample of 450 valid responses was randomly collected from respondents in private service sector in India. The results revealed that perceived leadership style and employee engagement are having a highly significant relationship. Further, the perceived leadership style has a highly significant impact on the employee engagement. Transformational leadership is more imperative than transactional leadership for bringing more prominent employee engagement. The study has implication for organisations to consider leaders with the transformational style of leadership in work task and decision-making for facilitating organisation change. One important implication of the study is for a leader to be able to identify his/her style that works best in a particular situation and the expectations of the employees which would lead them to be engaged employee easily and push them for better performance.

Keywords: Transformational Leadership, Transactional Leadership, Employee Engagement, Service Sector

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