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Managing your employees can take up a ton of time. But if you're good at it, it's very rewarding. For one, having a well-functioning, effective team is instrumental in helping you run and grow your business. And secondly, being an effective manager means you're in a position to help mentor your employees - setting them up for future success in whatever they end up doing (hopefully it's taking on more at your business).

But management is a skill - and takes a lot of practice and work. It's about both the bigger picture (like fostering a healthy, supportive work environment) and the day to day (like making sure you're on top of scheduling).

Homebase, TSheets, and When I Work - shift scheduling tools you can now hook up to our Employee Management software through Square App Marketplace - are companies that coach businesses every day on how to effectively manage employees. So we tapped them for their top pieces of advice:

Recruit and hire the best.

"It starts with the hiring process. Bringing people onto your team who are a good culture fit for the company is essential to success. There are lots of talented people out there with amazing educations, tremendous intellectual capacity, and technical aptitude. But not every person is the right fit for every team. Don't forget to look at personality, passions, priorities, and drive. That's what will take a team from good to unstoppable." - TSheets

Keep an open communication channel.

"You work in a fast-paced business and important information is gathered all the time - and often lost as quickly. Make sure that you're creating easy ways for your team to record important information and pass it on to the managers and the next shift. Make sure that everyone is getting the information they need." - Homebase

Start onboarding your employees before day one.

"To reduce the likelihood of employee turnover, take the time to prepare for and welcome your new employees ahead of their start date. Add them to your database and tools, give them information that will help them hit the ground running, and make them feel excited about their new role." - When I Work

Lead, don't manage.

"Ask anyone you know if they like to be managed and they'll probably answer with a strong no. People love to be led. They love to be inspired and work for someone who can get a group of people surrounded around a common goal and focus on the end results. Develop a vision and lead your team to victory." - TSheets

Give your employees access to technology and tools.

"Adopting and implementing tools and technology that make work better for you and your team can lead to boosts in efficiency, happiness, and success." - When I Work

Acknowledge employee effort.

"We all have a deep need for significance and to believe that people value our efforts. This truth extends to employees. If you take the time to notice the good, people will work harder to earn more of that acknowledgment. At the end of the day, every single person just wants someone to believe in them. They want to be respected. Be the manager who respects them and be the manager who gets their best effort." - TSheets

Publish a schedule at least two weeks out.

"Some employees thrive with a flexible week, while others may require planning for childcare and transportation. You can make life easier for both by giving them at least two weeks' notice of their schedule. Set the expectation that the schedule may change (they probably already understand this), and give them an easy way to stay up to date (like viewing the schedule from the free Homebase app). It will require an adjustment, but you'll find that scheduling gets easier over time: time-off requests will start appearing earlier and unexpected conflicts will magically go down." - Homebase

Be the example.

"To be a great leader, you have to be a top talent yourself. Remember, birds of a feather. Constantly invest in yourself: read, stay curious, and stay hungry to learn and try to continuously better yourself. That will make people with a similar work ethic want to be around you and be on your team." - TSheets

Regularly evaluate your staffing levels.

" Scheduling is always a tightrope walk: understaff and you risk missing sales and disappointing your customers; overstaff and you pay too much while disappointing your tip-driven team. Don't get in the habit of copying the schedule from last week without reviewing how your business might be different. Homebase can make it easier to plan a schedule that matches the needs of your business: You can forecast your labor costs against your Square sales as you build the schedule, and you can even view the upcoming weather." - Homebase

Set schedule boundaries that blend flexibility and predictability.

"There are lots of reasons why work availability can change: people get sick, family emergencies happen, and sometimes there is just a really good band in town. Homebase can help manage the time-off requests and shift trades so that employees can enjoy flexibility without overwhelming you and your managers. But it can help to set rules for when a non-emergency change will be approved; for example, all shift trades in by 5 p.m. the day before. You won't be caught off guard, and your team can plan their requests." - Homebase

Let your employees know that you trust them.

"Empowering your employees by giving them more trust, more responsibilities, and the ability to make their own decisions can allow you to weed out the employees who can't see the big picture and raise up the ones who will help you take your business to the next level." - When I Work

What sort of things have you found to be effective in managing and scheduling your employees? Share your own experience and tips on our Facebook page.

And to make managing your employees a lot more streamlined, sign up for Square Employee Management. Then sync your Square account with When I Work, HomeBase, or Tsheets in the Square App Marketplace.

Related Articles

How to Motivate Your Employees
Are You Bringing on the Right People? How to Hire Great Employees
Employee Handbooks - How to Write One and What to Include
Quick Tips for Setting up Your Employees with Square
Scheduling Tips: How to Schedule Employees

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The Key to Scheduling Employees - Tips from the Experts

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Managing your employees can take up a ton of time. But if you're good at it, it's very rewarding. For one, having a well-functioning, effective team is instrumental in helping you run and grow your business.

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​What are management skills and why are they important?

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Understanding and displaying good management skills will help to position you for a successful career no matter what level you're starting at. Learn the essential role that good management skills play in the workplace.

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Module 3: Management within a global organization

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Module 3: Management within a global organization

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The resources dives deeper into the world of outside trading and how it improves the company as a whole. Th resources include information to why multinational corporations are important and how they operate. The information below also gives insight on the risks and procedures taken by the company and managers when it comes to international management.

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What are Management Skills?

Management skills can be defined as certain attributes or abilities that an executive should possess in order to fulfill specific tasks in an organization. They include the capacity to perform executive duties in an organization Corporate Structure while avoiding crisis situations and promptly solving problems when they occur. Management skills can be developed through and practical experience as a manager. The skills help the manager to relate with their fellow co-workers and know how to deal well with their subordinates, which allows for the easy flow of activities in the organization.

Good management skills are vital for any organization to succeed and achieve its goals and objectives. A manager who fosters good management skills is able to propel the company's mission and or business goals forward with fewer hurdles and objections from internal and external sources.

Management and leadership skills are often used interchangeably as they both involve planning, decision-making, problem-solving, communication, delegation, and . Good managers are almost always good leaders as well.

In addition to leading, a critical role of a manager is to also ensure that all parts of the organization are functioning cohesively. Without such integration, several issues can arise and failure is bound to happen. Management skills are crucial for various positions and at different levels of a company, from top leadership to intermediate supervisors to first-level managers.

Types of Management Skills

According to American social and organizational psychologist Robert Katz, the three basic types of management skills include:

1. Technical Skills

Technical skills involve skills that give the managers the ability and the knowledge to use a variety of techniques to achieve their objectives. These skills not only involve operating machines and software, production tools, and pieces of equipment but also the skills needed to boost sales, design different types of products and services, and market the services and the products.

2. Conceptual Skills

These involve the skills managers present in terms of the knowledge and ability for abstract thinking and formulating ideas. The manager is able to see an entire concept, analyze and diagnose a problem, and find creative solutions. This helps the manager to effectively predict hurdles their department or the business as a whole may face.

3. Human or Interpersonal Skills

The human or the interpersonal skills are the skills that present the managers' ability to interact, work or relate effectively with people. These skills enable the managers to make use of human potential in the company and motivate the employees for better results.

Examples of Management Skills

There is a wide range of skills that management should possess to run an organization effectively and efficiently. The following are six essential management skills that any manager ought to possess for them to perform their duties:

1. Planning

Planning is a vital aspect within an organization. It refers to one's ability to organize activities in line with set guidelines while still remaining within the limits of the available resources such as time, money, and labor. It is also the process of formulating a set of actions or one or more strategies to pursue and achieve certain goals or objectives with the available resources.

The planning process includes identifying and setting achievable goals, developing necessary strategies, and outlining the tasks and schedules on how to achieve the set goals. Without a good plan, little can be achieved.

2. Communication

Possessing great communication skills is crucial for a manager. It can determine how well information is shared throughout a team, ensuring that the group acts as a unified workforce. How well a manager communicates with the rest of his/her team also determines how well outlined procedures can be followed, how well the tasks and activities can be completed, and thus, how successful an organization will be.

Communication involves the flow of information within the organization, whether formal or informal, verbal or written, vertical or horizontal, and it facilitates smooth functioning of the organization. Clearly established communication channels in an organization allow the manager to collaborate with the team, prevent conflicts, and resolve issues as they arise. A manager with good communication skills can relate well with the employees and thus, be able to achieve the company's set goals and objectives easily.

3. Decision-making

Another vital management skill is decision-making. Managers make numerous decisions, whether knowingly or not, and making decisions is a key component in a manager's success. Making proper and right decisions results in the success of the organization, while poor or bad decisions may lead to failure or poor performance.

For the organization to run effectively and smoothly, clear and right decisions should be made. A manager must be accountable for every decision that they make and also be willing to take responsibility for the results of their decisions. A good manager needs to possess great decision-making skills, as it often dictates his/her success in achieving organizational objectives.

4. Delegation

Delegation is another key management skill. Delegation is the act of passing on work-related tasks and/or authorities to other employees or subordinates. It involves the process of allowing your tasks or those of your employees to be reassigned or reallocated to other employees depending on current workloads. A manager with good delegation skills is able to effectively and efficiently reassign tasks and give authority to the right employees. When delegation is carried out effectively, it helps facilitate efficient task completion.

Delegation helps the manager to avoid wastage of time, optimizes productivity, and ensures responsibility and accountability on the part of employees. Every manager must have good delegation abilities to achieve optimal results and accomplish the required productivity results.

5. Problem-solving

Problem-solving is another essential skill. A good manager must have the ability to tackle and solve the frequent problems that can arise in a typical workday. Problem-solving in management involves identifying a certain problem or situation and then finding the best way to handle the problem and get the best solution. It is the ability to sort things out even when the prevailing conditions are not right. When it is clear that a manager has great problem-solving skills, it differentiates him/her from the rest of the team and gives subordinates confidence in his/her managerial skills.

6. Motivating

The ability to motivate is another important skill in an organization. Motivation helps bring forth a desired behavior or response from the employees or certain stakeholders. There are numerous motivation tactics that managers can use, and choosing the right ones can depend on characteristics such as company and team culture, team personalities, and more. There are two primary types of motivation that a manager can use. These are intrinsic and extrinsic motivation.

Bottom Line

Management skills are a collection of abilities that include things such as business planning, decision-making, problem-solving, communication, delegation, and time management. While different roles and organizations require the use of various skill sets, management skills help a professional stand out and excel no matter what their level. In top management, these skills are essential to run an organization well and achieve desired business objectives.

Additional Resources

Thank you for reading CFI's guide to management skills. CFI is a leading provider of for finance professionals. To continue learning and advancing your career, the additional resources below will be helpful:

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Management Skills - Types and Examples of Management Skills

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Management skills can be defined as certain attributes or abilities that an executive should possess in order to fulfill specific tasks in an organization. They include the capacity to perform executive duties in an organization Corporate Structure while avoiding crisis situations and promptly solving problems when they occur.

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Management is made up from planning, organization, influence and control. There are many types of leaders in the world. The management process is the most important thing in the work world because it directs the company as a whole. Management is important when it comes to understanding the skills and goals of the workers and company.

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¹ Management Science, Ghazi University DG Khan, Pakistan

² Management Science, Indus International Institute DG Khan, Pakistan

Corresponding Author:

Iqbal N
Faculty of Management Science
Ghazi University DG Khan, Pakistan
Tel: (92) 64 926 0380
E-mail: [email protected]

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. Arabian J Bus Manag Review 5:146.

Copyright: © 2015 Iqbal N, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Visit for more related articles at Arabian Journal of Business and Management Review

Abstract

The study sought to investigate the effect of leadership styles practiced in an organization and their effect on employee performance. The purpose of this study is to understand the effect of different leadership stylesautocratic, democratic, and participative style- on employee performance. The objectives that guided the study were; to investigate the effect of autocratic leadership styles affect employee performance, to investigate the effect of democratic leadership styles on performance and to analyze the effect of participative leadership styles on employee performance in an organization. The study followed the qualitative approaches, Secondary research will be integrated. The reason for this is to be able to provide adequate discussion for the readers that will help them understand more about the issue and the different variables that involve with it. On the other hand, sources in secondary research will include previous research reports, newspaper, magazine and journal content. Existing findings on journals and existing knowledge on books will be used as secondary research. The interpretation will be conducted which can account as qualitative in nature. To validate the research objective different scholarly views are presented of each independent variable effect on the dependent variable. At the end it was concluded that the autocratic leadership is useful in the short term and democratic leadership style is useful in all time horizon. And participation leadership style is most useful in long term and effect on employees is positive. At end some recommendations are discussed.

Keywords

Leadership; Participative; Autocratic; Democratic; Employee performance

Introduction
Background
This study is about the effect of leadership styles on employee performance which majorly focused on employees. This section elaborates the background of the study (Historical, Theoretical, and Conceptual perspectives), Problem statement, Purpose, Specific objectives, Research questions, Hypothesis, Scope of study and Significance of the study were explored.
Historical perspective
In the recent past years, leadership has engaged as a new effective approach for managing the employees and organization at large. 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. Kenneth and Heresy [ 1] assert that; "The effective leader must be a good diagnostician and adopt style to meet the demands of the situation in which they operates. Different leadership styles are used that fit to employees on the basis of amount of directions, empowerment, and decision making power. An administrative phenomenon reflects the contingency of leadership, and style, situation and performance criteria have been left to suffocate on their own.As a result, employee performance was affected due to lack of proper direction and application of strategic style in managing daily duties.

In past, the previous study investigated performance phenomena and how it was affected by various variables such as: Leadership, and with its different leadership styles such as participative, autocratic, and democratic. It was noted that, in most studies, the concept of participative approach was highly lacking yet in the data collected, it was noted that this approach was critical to the sustainability of leadership processes especially in large work environments. All in all, the history of leadership and how it affects performance of employees dates as back as early as the 17th century [ 2] where towards the end of that century we started noticing a shift from treating humans as machines and rather see them as human capital necessary for the achievement of different work tasks.
Conceptual perspective
In this study, there are different leadership styles such as autocratic, democratic, and Participative which taken as independent variables and employee performance would be taken as dependent variable. 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) should be proved through styles and approaches in attempt to cause efficiency which variable in this study was leadership and indeed Carter [ 2] 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 [ 3].This theory propounded that leaders should adopt that style which best to the situation and immediately stimulate the employee performance.

Leadership is increasingly understood to involve persuasion and explanation as well as ability to identify, affirm, and renew the values of the group the leader represents. Managerial expertise, technical skills, cultural literacy and other relevant knowledge and skills are not sufficient virtues for the leaders whose lives will be dedicated to public services. An effective leader has a responsibility to provide guidance and share the knowledge to the employee to lead them for better performance and make them expert for maintaining the quality. And become head of all team members is such a great responsibility. The introduction of the clear standards of leadership promotes the core values and maturity on their role and responsibility.
Statement of problem
Employee performance includes executing defined duties, meeting deadlines, employee competency, and effectiveness and efficiency in doing work. Various organizations need strong leadership styles that stimulate the employee performance. Some organizations such as tractor factory face the problems: poor innovation, low productivity, inability to meet performance targets. This problem happen due to lack of strategic interventions of specific leadership styles to the particular situations was predicted as the problem at hand. This problem was continuously affecting employee performance. That's why study investigates the best one leadership style that stimulates performance of employees.

It is believed that an effective organization rooted from the propellers or on the business leaders. The idea of effective leadership is also adopted in the world of technology. The employees also perceived that there is a need of a leader who should not only have to lead people but also be effective. So, they need an effective leader who can lead the people toward the changes and performance improvement.

How does a leader perform under the consideration of effective performance of employees and firm?

How does leaders effectiveness changes the performance.
Purpose
The purpose of the study was to investigate the effect of the different leadership styles (autocratic, democratic, and participative) on the employees' performance.

Specific Objectives

The research in testing the effectiveness of a leadership is fueled by the objectives. A research without purpose is worthless and part of the aims is to introduce the best leadership approach.

1. To explore the leadership styles that contributes to employee performance.

2. To explain the relationship between the effective leadership styles and performance of employees.

3. To know the significance of leadership styles in the employee performance.

4. To develop the model that shows relationship among different styles of leadership and employee performance.

Research Questions

1. How much effective leadership style caste an effect on employee's performance?

2. What are the outcomes if there is an effective leadership style?

3. What is the relationship between participative leadership and employee performance in an organization?

4. What is the relationship between the Democratic leadership style and employee performance?

5. To what extent does the authoritative style affect employee performance in an organization?

Significance of the Study

As such, the completion of this dissertation will provide understanding of the concept present so as to generate data and information that every planner could use in order to come up with strategies, plans and designs that will strategically position them in the highly competitive, diverse, and complex business environment that is experienced at present.

By fulfilling the aims that were stated in the objectives section, this study will be helpful for other researchers who may be focusing on understanding the concept of effective leadership. The notable significance of this study is the possibility that other researchers may be able to use the findings in this study for future studies that will create a huge impact on society. This study finding can be used for other findings that might prove to be helpful in introducing changes to the business.

The present study findings have been significant in number of ways. It has been contributed to the body of knowledge by; since the present area is highly under researched in Pakistan and developing countries. No study has been found to investigate the effects of leadership styles to increase the performance of employees in Pakistan.So, present study suppose that the findings of the present study has been helped the leaders in organization of Pakistan especially in tractor factory and those in developing countries in general to answer the long standing question of how to enhance leader's performance.

Scope of the Study

The study only focused on exploring how participative leadership, authoritative leadership and Democratic leadership styles stimulated the employees' performance which includes execution of defined duties, meeting of deadlines and achieving departmental goals. The collection of data is of recent decade (2000-2011) articles.

Literature Review

In this section firstly what is leadership is? What are leadership styles? And then explained the theoretical framework which elaborates the effects of three leadership styles (participative, autocratic, and democratic) on the employee performance.
Leadership
Leadership is a process by which an can direct, guide and influence the behavior and work of others toward the accomplishment of specific goals in a given situation. Leadership is an ability of a manager to induce the subordinates to work with confidence and zeal. Leadership can be defined as the capacity to influence a group realization of the goal. Leaders are required to develop the future vision, and to motivate the organizational members to want to achieve the visions and to improve the performance. According to Adair, "Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and to improve their performance and to direct them towards goals" [ 4].

Koudri suggests that leadership is to deal and cope with change, focusing on the long-term and the big picture, not always doing to safe himself in fact to take risks, and concentrating on people and their values, not just the bottom line [ 5].

Jim Collins published an article in the Harvard Business Review about leadership Good to Great. In that article, titled leadership, "the most powerfully transforming executives possess a paradoxical mixture of personal humility and professional will...they are timid and ferocious. They are focus on empowerment rather than control for the development of employees' performance [ 6].
Leadership styles
The business writer Daniel [ 7] categorized different leadership styles. They suggested that leadership styles could be explained on a scale ranging from autocratic through democratic to participative to show the degree of authority and decision makes power of leaders and employees ( Figure 1).

The democratic approach is characterized by an "I share" philosophy. Decisions are made within teams, with each member having equal inputs. Martin is Tesco's programmed manager for education and skills in UK. He has a range of responsibilities associated with people, process and standards. Martin style may use a democratic approach when setting training budgets.

Participative leadership style is that involves all members of a team in identifying essential goals and developing procedures or strategies for reach those goals. From this perspective, participative leadership can be seen as a leadership styles that relies heavily on the leader functioning as a facilitator rather than simply issuing orders or making assignments. This type of involved leadership style can be utilized in business settings, volunteer organizations and even in the function of the home.

One of the main benefits of participative leadership is that the process allows for the development of the additional leaders who can serve the organization at a later date. Because leaders who favor this style encourage active involvement on the part of everyone on the team, people often are able to express their creativity and demonstrate abilities and talents that would not be made apparent otherwise that ultimately improve the performance of employees. The discovery of these hidden assets help to benefit the work of the current team, but also alerts the organization to people within the team who should be provided with opportunities to further develop some skill or ability or future use.

Although each person will have their own preferred leadership style, the most effective leaders adopt a style which appropriate for the situation. They will consider several factors in deciding which to use:

a. The task-is it business critical? Must a decision be made immediately? What will be potential impact on the business?

b. The team-does it have the right skills and resources? Is it used to making decision?

c. Tradition-what has been the norm in the past?

Theoretical framework The Fred Fiedler presents the theory of Fiedler leadership contingency model theory [ 3] 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.

An effective leader has a responsibility to provide guidance and share the knowledge to the employee to lead them for better performance and make them expert for maintaining the quality. And to become a head of all the team members is such a great responsibility. The introduction of clear standards of leadership promotes the core values and maturity on their role and responsibility.

As the situation affects which functions the leaders carries out, it would also affect the manner in which the functions are performed. There are broadly three types of leadership styles according to Carter [ 2] and he also explains the different traits of each style that significantly affect the employee performance.

Autocratic/Authoritarian: Both words describe the type of leaders who give orders and expect instant obedient without argument. Plans and policies are made in isolation from the group. Orders are given without explanation for the reasons or of future intentions. The autocratic leaders do not become part of them at all, but merely direct it.

Traits of autocratic style: All decision making power is theirs, unrealistic in demands, uses excessive discipline and punishment, does not allow others to question decisions or authority, feels he/she is the abilities, critical of differing opinions, rarely gives recognition, is easily offended is offended, uses others for his/her benefit, actions oriented, highly competitive, useful in the short term focus.

Democratic/Passive: Theoretically the best type of leaders. The democratic leader makes no suggestions but asks for the groups opinions. The group is left to make its own decisions democratically which, are then "rubber stamped" by the leader.

Participative: The participative leader is a leadership style in which employees takes part in the decision making process. Opinions of the group are sought by the participative leader who uses this information to make decisions. The group is kept informed about the future and are allowed to debate and proposed Changes to long term policy.
Effect of different styles on employee performance
As elaborate by Myron Rush and Cole the participative style of leadership has a greater positive effect on employee performance in which situation employee feel power and confidence in doing their job and in making different decisions. And in autocratic style leaders only have the authority to take decisions in which employees' feels inferior in doing jobs and decisions. In democratic style employee have to some extent discretionary power to do work so their performance is better than in autocratic style.

Research Methodology

The study will explore the problem in an interpretative view and investigation, using a descriptive approach which uses focus group, interviews. To illustrate the descriptive type of research, Bushman [ 8] will guide the researchers when he stated: descriptive method of research is to gather information about the present existing condition. The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the effects of particular phenomena on the performance of employees and firm.

Data collection Secondary source: Secondary research will be integrated. The reason for this is to be able to provide adequate discussion for the readers that will help them understand more about the issue and the different variables that involve with it. On the other hand, sources in secondary research will include previous research reports, newspaper, magazine and journal content. Existing findings on journals and existing knowledge on books will be used as secondary research. The interpretation will be conducted which can account as qualitative in nature.

Data period: The research papers/articles from 2000-2011.

Sampling unit: The CEO's and employees of Al-Ghazi Tractor Factory is the sample unit of my research.
Hypothesis
(H ₀): There is not a significant relationship among effective leadership styles and performance improvement of employees.

(H ₁):The Democratic leadership style has a significant effect on employee performance.

(H ₂):The autocratic leadership style has a significant effect on employee performance.

(H ₃):The participative leadership style has a significant effect on employee performance.

Model of the research The model of the research (with Independent variables, Dependent Variable, Leadership Styles) is explained in Figure 2.

Data Analysis and Discussion

Leadership styles have significant and substantial effects in the small businesses and also in the world's largest corporations. These styles affect everyone from senior and top management to the new entrant even of employees and new firms. They create the corporate culture that influences the organization and performance of employees in term of meeting deadline projects.

Leadership style refers to a leader's behavior and attitude of governance and supervision. It is the result of personality traits, experience, attitude and philosophy of the leaders. Rhetoric specialists have also developed framework for understanding leadership [ 8- 10].

Different situations require different leadership styles. when there is little time to coverage on an agreement and quick work is required and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective, however, in a highly motivated and aligned team with a homogeneous level of expertise, a more participative and democratic style may be more effective. The style should be one that most effectively meets the objectives of the team while balancing the interest of its followers and team members of that group which led by an effective leader. Autocratic style effects Also known as authoritarian leadership, Milgron [ 11] said autocratic style clearly defines the division between leaders and workers. Autocratic leaders make decision with little or no involvement from employees. These types of leaders are more confident, more sure about and comfortable with the decision making responsibility for the strategy plans and company operating. Although research indicates that autocratic leaders display less creativity than more contemporary (new) styles.

Adair [ 9] only one person has the full authority and power over the followers or workers. His decision would be viewed and taken as the golden rule and should never be questioned and cannot be interrupted by any one. They make plans of each milestone and their followers are bounded to work or follow the rules. In short, the autocratic leader has full control of those around him and believes to have the complete authority to treat them as he wants. This is useful when immediate and quick decision and performance is required.

Dawson [ 12] state that the autocratic style may show great results in a short time period. However, excessive use of authority will distort productivity in the long term. People either get bored and dissatisfied and leave or fall into a malaise of hum-drum repetitive tasks without creativity and innovation and in short become demotivated.

Heneman and Gresham [ 13] under the autocratic leadership style, all decision making powers are centralized and remains in the hand of leaders, as with dictators. These leaders not welcome any suggestion and initiative from the follower's side. It has not been successful as it not provides strong motivation to the managers and employees. This style allows quick decision making. These leaders don't take any type of consult from their employee. They believe that leaders only have to take decision and employees should have to follow only either they want to follow or not. This type of leadership is so much rigid and may be a cause of employees de-motivation.

Ittner [ 14] Autocratic leadership style promotes a one sided conversation and due to this the creative and leadership skills of the employees become restrictive and all are involved in repetitive work of daily activities. As leaders have the authority, there is a chance of exploitation and distortion of employees. This style restricts workplace communication and socialization. It's important to have cordial work environment, where everyone is friendly and want social network. It can also lead to disagreements and conflicts, if a group or company is led by an autocratic leader.
Democratic leadership effects
Milgron and Ittner [ 11, 14] state that this style is usually considered a benefit for the most companies. This style focuses the management that provides guidance and help to its team and departments while accepting and receiving the inputs from individual team members. These leaders not reserve to their activities and authority only but in actual they bother about consultation of employees.

Heneman and Gresham [ 13] under the democratic style promote the sharing of responsibility, the exercise of delegation and continual consultation. In this style managers suggestions and recommendations on all major issues and decisions and effectively delegate tasks to subordinates and give them full control and responsibility for those tasks, and encourage others to become good leaders and involved in leadership and employee development. That led to more commitment of employee to department goals, performance to meeting deadlines.

Kirega [ 15] evaluated worker's views of their senior and top leadership team and state that this style focuses on using the skills, experience, and ideas of others. However, the leaders or managers using this style but still remains the final decision making power in the leader's hand. To his or her credits, they will not make major decision without firstly getting the input from those that will be affected, provide proper recognition, and delegate responsibilities. This leadership styles improve the performance in both short term and long term and can be used for any type of work project.

Debashis [ 16] conclude that when organization need creative problem solving, conducting meetings for organization or department, training people for leadership roles and performing the day to day organizational tasks. This style provides confidence to employees who will help them for meeting deadlines, and departmental goals, to provide efficient team inputs.
Participative leadership effects
Waggoner [ 17] said this is viewed as effective option. As compared to other typical styles, delegative leaders rarely make decisions; leave this portion on the employees. Mostly, these leaders delegate responsibility to their employees and offer guidance to trusted team members.

Graver and Austin [ 18] states that a participative style will be unproductive in the short term. But in longer time period, this style is more productive for an organization. This productivity increases due to feeling of empowerment and more commitment to their work and departmental goals.

Northouse [ 19] argue that Participative leadership style: the leaders invite and encourage the team members to play an important role in decision making process, though the ultimate decision making power rests with the leaders. Leaders tell and guide the employees what to do? and how to do?And at the other hand, employees communicate to the leader their experience, suggestions and recommendations. The main benefits of this leadership style are that it leads to satisfied, motivated and more skilled employees. It leads to an optimistic and open work environment and also encourages creativity. This leadership style has the only negative aspect is that it is more time-consuming.

Mullins, Kerr [ 20, 21] of participative leadership is that the process and behavior which allows for the development of additional leaders who can serve the organization at a later date or in future. Because advocate of this leadership who favor this style state that this type of leaders encourage active involvement on the part of employee on the team, people seldom are able to express their creativity and express abilities and talents that would not be made apparent otherwise.

Conclusions

As elaborate by Myron Rush and Cole the participative style of leadership has a greater positive effect on employee performance in which situation employee feel power and confidence in doing their job and in making different decisions. And in autocratic style leaders only have the authority to take decisions in which employees' feels inferior in doing jobs and decisions. In democratic style employee have to some extent discretionary power to do work so their performance is better than in autocratic style.

The authoritative style is appropriate When new employees are unfamiliar and don't have sufficient know how about their jobs

If the employee constantly misusing their authority

When company rules are violated by employees

When the sole person responsible for a decision making and implementing

The consultative style is appropriate When organization needs creative problem solving

When organization is conducting planning meetings for the department's working improvement

When organization is training people for leadership roles

When you need good and efficient performance of the day-to-day organizational tasks

The participative style is appropriate When organization have competent and talented team members

When company or department planning meetings for improvements

When company conducting evaluation sessions

When you are motivating top-performers in an organization

When you need of innovative and creative work

Recommendations

a. In respect of the above conclusion, the democratic leadership style in Al-Ghazi tractor factory would further empower their employees by developing teams and according some measure of power and authority to their employees. In this way, employees would ignite their potentials, feel part of an organization and perform maximally for the organization.

b. Following the second conclusion, the Al-Ghazi tractor factory would immediate reduces the autocratic leadership practices. Hence, Al-Ghazi tractor factory would advocate for the better leadership styles that suites different situations so as to reduce the dominance of autocratic leadership unless in situations where it is necessary.

The researcher further recommended that it was important for the Al-Ghazi Tractor to professional performance guidelines that create a sense of responsibility to employees.

References

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2. Carter M (2008) Overview of leadership in organization.

3. Fisher S (1995) The use of non-financial Rewards in performance measurements. M (Edn) Dissertation, Englewood cliffs, Prentice Hall.

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6. Collins J (1995) Grains airing and power: Lessons from six Scanlon plans. Cornell University Press, New York.

7. Daniel G (2002) The new leaders: Transforming the art of leadership into the science of results. Little brown, Lancaster press, London.

8. David B, Andrzy (2004) Organizational behavior. Graficas Estella printary, Spain.

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10. Bodmin, Amin CME (2004) Statistical inference for social science research. Kampala, Makerere University.

11. Milgron P, Holmstrom B (1991) Incentive contracts, asset ownership and job design. Prentice Hall printer, London.

12. Dawson C (2002) Research made easy: Lessons for research students. Chicago, USA.

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14. Ittner C, Larcker (2002) Determinants of performance measure choice in work incentive plans. Sunrise printery, Chicago, USA.

15. Kirega VPG (2006) Kampala City handbook, Gava associated services, Kampala Uganda.

16. Debashis C, Senge P (2000) Leading consciously: A pilgrimage toward self-mastery. Butterworth- Heinemann, Wildwood Avenue USA.

17. Waggoner D (1999) The forces that shape organizational change. Kogan page. London

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19. Northouse PG (2001) Leadership: Theory and practice. Sage publication, Inc. London.

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21. Kerr S (1975) On the folly of rewarding A, while hoping for B. Academy of management, Chicago, USA.

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Effect of Leadership Style on Employee Performance

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1 Management Science, Ghazi University DG Khan, Pakistan 2 Management Science, Indus International Institute DG Khan, Pakistan Corresponding Author: Iqbal N Faculty of Management Science Ghazi University DG Khan, Pakistan Tel: (92) 64 926 0380 E-mail: [email protected] 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.

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Business management is more than simply telling employees what to do. Managers must understand business organization, finance, and communication, as well as have a thorough understanding of their particular market and relevant technologies and policies. While managers are not necessarily the most important people in the organization, their work is critical to helping everyone else work together seamlessly.

Management vs. Leadership Skills

Management skills overlap with leadership skills, as both involve problem-solving, decision-making, planning, delegation, communication, and time management. Good managers are often good leaders. And yet the two roles are distinct.

In general, management is about organization. There may be something mechanical about it, not in the negative sense of a "mechanical performance," but rather in its focus on the technical "how" of accomplishing tasks. Leaders, in contrast, focus on the "why," motivating and inspiring their subordinates. Leadership is about people. Not all leaders have the skill set to be managers, and not all managers have the skills to be leaders.

The critical role of a manager is to ensure that a company's many moving parts are all working properly together. Without this integration, problems can arise and issues can "fall through the cracks."

How to Use Skills Lists

Management skills are important for many different positions, at many levels of a company, from the top leadership to intermediate supervisors.

As you conduct a career search, position descriptions may or may not use the words "Manager" or "Management" in their job titles. It will be up to you to read the job description carefully to determine which skills your prospective employer is actually looking for.

Researching the company carefully is also important, to find out what management style the business typically uses - and perhaps what kind of new skills the company might need.

Once you know what the organization is looking for, you can showcase these skills in your application materials and during your interview.

Prepare examples of how you've embodied each of these management skills so you can answer interview questions smoothly.

Although companies vary in what they're looking for and what they require, you can use the following information to get a sense of what skills you might need to have. It's possible you have more of these sought-after competencies than you thought you did.

Examples of Management Skills

Most management skills are related to five basic, fundamental functions: planning, organizing, coordinating, directing, and oversight.

Planning
Individual managers may or may not be personally involved in drafting company policy and strategy, but even those who aren't still must be able to plan. You might be given certain objectives and then be responsible for developing ways to meet those objectives. You may need to adjust someone else's plan to new circumstances. In either case, you'll have to understand what your resources are, develop time tables and budgets, and assign tasks and areas of responsibility.

Relevant Skills: Analyzing Business Problems, Analyzing Expenditures, Critical Thinking, Devising Plans for New Business, Development, Entrepreneurialism, Identifying the Interests and Preferences of Stakeholders, Microsoft Office, Proposing Solutions to Business Problems, Research, Qualitative Skills, Strategic Planning, Strategic Thinking, Tapping Information Technology to Facilitate Decision Making, Writing Proposals for Business Initiatives or Projects, Vision.

Organizing
Organizing generally means creating structures to support or accomplish a plan. This might involve creating a new system of who reports to whom, designing a new layout for the office, or building strategy and planning around how to move through a project, how to move toward deadlines, and how to measure milestones.

Aspects of organization could also mean helping leaders under your guidance manage their subordinates well. Organization is about planning and foresight, and requires an ability to comprehend the big picture.

Relevant Skills: Accuracy, Administrative, Analytical Ability, Assessing Factors Impacting Productivity, Business Storytelling, Framing Communication Toward Specific Audiences, Innovation, Logical Thinking, Logistics, Negotiating, Networking, Persuasion, Presentation, Public Speaking, Suggesting Ways to Enhance Productivity, Technical Knowledge, Technology.

Coordinating
Managers must know what is happening, what needs to happen, and who and what are available to accomplish assigned tasks. If someone is miscommunicating, if someone needs help, if a problem is being overlooked or a resource underutilized, a manager needs to notice and correct the issue. Coordinating is the skill that lets the organization act as a unified whole.

Relevant Skills: Adaptability, Adapting to Changing Business Conditions, Building Productive Relationships, Collaboration, Communication, Drawing Consensus, Diplomacy, Emotional Intelligence, Empathy, Facilitating Group Discussions, Flexibility, Honesty, Influencing, Listening, Nonverbal Communication, Patience, Punctuality, Relationship Building, Scheduling, Screening Applicants for Jobs, Staffing, Tactfulness, Teaching, Team Building, Team Manager, Team Player, Teamwork, Time Management.

Directing
Directing is the part where you take charge and tell people what to do, otherwise known as delegating, giving orders, and making decisions. Someone has to do it, and that someone could be you.

Relevant Skills: Assertiveness, Conflict Management, Conflict Resolution, Decision Making, Delegation, Delivering Presentations, Division of Work, Empowerment, Engagement, Execution, Focus, Goal Orientation, Goal Setting, Interacting with Individuals from Diverse Backgrounds, Interpersonal, Leadership, Motivation, Obstacle Removal, Productivity, Problem Solving, Professionalism, Providing Constructive Criticism, Recommending Cost Cutting Measures, Recommending Process Improvements, Responding Favorably to Criticism, Responsibility, Sales Direction, Uncertainty Removal, Verbal Communication.

Oversight
Oversight means keeping track of what's going on and setting right anything that gets out of place. It might include anything from reviewing business models and checking for inefficiencies to checking to make sure a project is on time and on budget. Oversight is the maintenance phase of management.

Relevant Skills: Achieving Goals, Assessing Progress Towards Departmental Goals, Budget Management, Business Management, Creating Budgets for Business Units, Creating Financial Reports, Evaluating Job Candidates, Evaluating Employee Performance, Financial Management, Generating Financial Reports, Hiring, Interpreting Financial Data, Interpreting Legal Statutes that Apply to Business, Interviewing Candidates for Jobs, Product Management, Project Management, Process Management, Recruiting Talent, Success, Training Employees, Writing Reports on Business Activity, Understanding Financial Statements.

Management positions include some of the best-paid, most prestigious jobs in the country. For that reason, management, good or bad, can have a huge influence on many lives. Your skills really matter.

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Business management is more than simply telling employees what to do. Managers must understand business organization, finance, and communication, as well as have a thorough understanding of their particular market and relevant technologies and policies. While managers are not necessarily the most important people in the organization, their work is critical to helping everyone else work together seamlessly.