IMPACT OF LEADERSHIP ON ORGANIZATIONAL EFFECTIVENESS AT A. F. FERGUSON

Abstract

Purpose: This research was conducted to find out how various leading styles influence the organizational effectiveness, at A.F. Ferguson & Co. Three leadership behaviors were identified after thorough review of the relevant literature, including Laissez-faire, Transactional, and Transformational; these were examined in this research. Methodology: Deductive approach was adopted and hypotheses were developed after reviewing the relevant literature. The research, being explanatory in nature, involved primary quantitative data collected through a questionnaire (research instrument). A sample of 50 managerial level employees belonging to different departments of A.F. Ferguson (AFF) & Co were chosen for data collection. To analyze the data, Regression analysis and Pearson’s Correlation tests were applied by using SPSS, Version 22 software. Findings: Discoveries of the review uncovered a positive relation among leading practices and overall effectiveness of an organization. Transitional and transformational leadership practices are specifically identified with development, execution and effectiveness of the firm as seen by the workers of the firm. Leadership practices were discovered to be noteworthy for the development of the firm. Practical Implications: The study is considered quite helpful for the management of AFF as it shall guide them to achieve organizational goals and enhance overall performance by providing effective leadership that involves employee participation and employee empowerment. The study is also likely to be useful in understanding impact of various leadership practices on effectiveness of organization. Similarly, managers of other organizations, including academia, may equally benefit from the study.