<?xml version="1.0" encoding="UTF-8"?>
<collection xmlns="http://www.loc.gov/MARC21/slim">
 <record>
  <leader>     caa a22        4500</leader>
  <controlfield tag="001">606223061</controlfield>
  <controlfield tag="003">CHVBK</controlfield>
  <controlfield tag="005">20210128101136.0</controlfield>
  <controlfield tag="007">cr unu---uuuuu</controlfield>
  <controlfield tag="008">210128e20151201xx      s     000 0 eng  </controlfield>
  <datafield tag="024" ind1="7" ind2="0">
   <subfield code="a">10.1007/s11115-014-0287-6</subfield>
   <subfield code="2">doi</subfield>
  </datafield>
  <datafield tag="035" ind1=" " ind2=" ">
   <subfield code="a">(NATIONALLICENCE)springer-10.1007/s11115-014-0287-6</subfield>
  </datafield>
  <datafield tag="245" ind1="0" ind2="0">
   <subfield code="a">Impact of Transactional, Transformational and Laissez-Faire Leadership Styles on Motivation: A Quantitative Study of Banking Employees in Pakistan</subfield>
   <subfield code="h">[Elektronische Daten]</subfield>
   <subfield code="c">[Memoona Zareen, Kiran Razzaq, Bahaudin Mujtaba]</subfield>
  </datafield>
  <datafield tag="520" ind1="3" ind2=" ">
   <subfield code="a">Employee motivation is vital for the accomplishment of organizational goals. In this regard, manager-employee relationships become important for achieving employee motivation by applying effective styles of leadership. Managers vary in their values, attitudes and behaviors and the way they lead their followers. This study examines the value and impact of transactional, transformational and Laissez-faire leadership styles on motivation of banking sector employees. A sample of 100 employees from 5 different commercial banks was surveyed and empirical analysis showed that all three leadership styles have significant positive impact on employee motivation. Implications and suggestions for practice are presented.</subfield>
  </datafield>
  <datafield tag="540" ind1=" " ind2=" ">
   <subfield code="a">Springer Science+Business Media New York, 2014</subfield>
  </datafield>
  <datafield tag="690" ind1=" " ind2="7">
   <subfield code="a">Transformational leadership</subfield>
   <subfield code="2">nationallicence</subfield>
  </datafield>
  <datafield tag="690" ind1=" " ind2="7">
   <subfield code="a">Transactional leadership</subfield>
   <subfield code="2">nationallicence</subfield>
  </datafield>
  <datafield tag="690" ind1=" " ind2="7">
   <subfield code="a">Laissez-fair leadership</subfield>
   <subfield code="2">nationallicence</subfield>
  </datafield>
  <datafield tag="690" ind1=" " ind2="7">
   <subfield code="a">Employee motivation</subfield>
   <subfield code="2">nationallicence</subfield>
  </datafield>
  <datafield tag="700" ind1="1" ind2=" ">
   <subfield code="a">Zareen</subfield>
   <subfield code="D">Memoona</subfield>
   <subfield code="u">Superior University, Lahore, Pakistan</subfield>
   <subfield code="4">aut</subfield>
  </datafield>
  <datafield tag="700" ind1="1" ind2=" ">
   <subfield code="a">Razzaq</subfield>
   <subfield code="D">Kiran</subfield>
   <subfield code="u">Superior University, Lahore, Pakistan</subfield>
   <subfield code="4">aut</subfield>
  </datafield>
  <datafield tag="700" ind1="1" ind2=" ">
   <subfield code="a">Mujtaba</subfield>
   <subfield code="D">Bahaudin</subfield>
   <subfield code="u">The H. Wayne Huizenga School of Business and Entrepreneurship, Nova Southeastern University, 33314, Ft. Lauderdale, FL, USA</subfield>
   <subfield code="4">aut</subfield>
  </datafield>
  <datafield tag="773" ind1="0" ind2=" ">
   <subfield code="t">Public Organization Review</subfield>
   <subfield code="d">Springer US; http://www.springer-ny.com</subfield>
   <subfield code="g">15/4(2015-12-01), 531-549</subfield>
   <subfield code="x">1566-7170</subfield>
   <subfield code="q">15:4&lt;531</subfield>
   <subfield code="1">2015</subfield>
   <subfield code="2">15</subfield>
   <subfield code="o">11115</subfield>
  </datafield>
  <datafield tag="856" ind1="4" ind2="0">
   <subfield code="u">https://doi.org/10.1007/s11115-014-0287-6</subfield>
   <subfield code="q">text/html</subfield>
   <subfield code="z">Onlinezugriff via DOI</subfield>
  </datafield>
  <datafield tag="898" ind1=" " ind2=" ">
   <subfield code="a">BK010053</subfield>
   <subfield code="b">XK010053</subfield>
   <subfield code="c">XK010000</subfield>
  </datafield>
  <datafield tag="900" ind1=" " ind2="7">
   <subfield code="a">Metadata rights reserved</subfield>
   <subfield code="b">Springer special CC-BY-NC licence</subfield>
   <subfield code="2">nationallicence</subfield>
  </datafield>
  <datafield tag="908" ind1=" " ind2=" ">
   <subfield code="D">1</subfield>
   <subfield code="a">research-article</subfield>
   <subfield code="2">jats</subfield>
  </datafield>
  <datafield tag="949" ind1=" " ind2=" ">
   <subfield code="B">NATIONALLICENCE</subfield>
   <subfield code="F">NATIONALLICENCE</subfield>
   <subfield code="b">NL-springer</subfield>
  </datafield>
  <datafield tag="950" ind1=" " ind2=" ">
   <subfield code="B">NATIONALLICENCE</subfield>
   <subfield code="P">856</subfield>
   <subfield code="E">40</subfield>
   <subfield code="u">https://doi.org/10.1007/s11115-014-0287-6</subfield>
   <subfield code="q">text/html</subfield>
   <subfield code="z">Onlinezugriff via DOI</subfield>
  </datafield>
  <datafield tag="950" ind1=" " ind2=" ">
   <subfield code="B">NATIONALLICENCE</subfield>
   <subfield code="P">700</subfield>
   <subfield code="E">1-</subfield>
   <subfield code="a">Zareen</subfield>
   <subfield code="D">Memoona</subfield>
   <subfield code="u">Superior University, Lahore, Pakistan</subfield>
   <subfield code="4">aut</subfield>
  </datafield>
  <datafield tag="950" ind1=" " ind2=" ">
   <subfield code="B">NATIONALLICENCE</subfield>
   <subfield code="P">700</subfield>
   <subfield code="E">1-</subfield>
   <subfield code="a">Razzaq</subfield>
   <subfield code="D">Kiran</subfield>
   <subfield code="u">Superior University, Lahore, Pakistan</subfield>
   <subfield code="4">aut</subfield>
  </datafield>
  <datafield tag="950" ind1=" " ind2=" ">
   <subfield code="B">NATIONALLICENCE</subfield>
   <subfield code="P">700</subfield>
   <subfield code="E">1-</subfield>
   <subfield code="a">Mujtaba</subfield>
   <subfield code="D">Bahaudin</subfield>
   <subfield code="u">The H. Wayne Huizenga School of Business and Entrepreneurship, Nova Southeastern University, 33314, Ft. Lauderdale, FL, USA</subfield>
   <subfield code="4">aut</subfield>
  </datafield>
  <datafield tag="950" ind1=" " ind2=" ">
   <subfield code="B">NATIONALLICENCE</subfield>
   <subfield code="P">773</subfield>
   <subfield code="E">0-</subfield>
   <subfield code="t">Public Organization Review</subfield>
   <subfield code="d">Springer US; http://www.springer-ny.com</subfield>
   <subfield code="g">15/4(2015-12-01), 531-549</subfield>
   <subfield code="x">1566-7170</subfield>
   <subfield code="q">15:4&lt;531</subfield>
   <subfield code="1">2015</subfield>
   <subfield code="2">15</subfield>
   <subfield code="o">11115</subfield>
  </datafield>
 </record>
</collection>
