Exploring the Relationships among Transformational Leadership, Deviant Workplace Behavior, and Job Performance: An Empirical Study

The present study aims to explore the relationships among transformational leadership, deviant workplace behavior, and job performance. Data were collected with the help of a self administered questionnaire from 175 working executives in Bangladesh using convenience sampling technique. Data that have been collected were analyzed using descriptive statistics, bivariate correlation, and regression analysis. Results indicated a negative correlation between transformational leadership and deviant workplace behavior while a positive correlation was found between transformational leadership and job performance. It also reported that there is a negative correlation between deviant workplace behavior and job performance. The main implication is that the development of transformational leadership attributes of the executives will ameliorate the job performance and abate the deviant workplace behaviors. The important limitation was in using convenience samples that might limit the generalizability of the results. Future research directions are also discussed

Assessing the Relationships between the Components of Emotional Intelligence and Job Performance: An Empirical Study

This paper aims to investigate the relationships between the components of emotional intelligence (such as self-awareness, self-regulation, motivation, empathy, and social skills) and job performance perceived by the respondents. Emotional intelligence was measured by the Emotional Quotient Index while job performance was assessed by Tsui et al.’s Job Performance Scale. Data for this study were collected from 201 working MBA students studying at four private universities in Chittagong, a port city of Bangladesh, who were asked to rate their supervisors’ emotional intelligence and job performance with the help of printed survey instruments. In data collection, this study used convenience sampling technique. Data collected were analyzed using descriptive statistics, bivariate correlation, and regression analysis. Results indicated a positive correlation between the components of emotional intelligence and job performance. An important implication of the study is that supervisors should acquire and use their emotional intelligence competencies to improve their own as well as others’ job performance. The most important limitation was in using convenience samples which might limit the generalizability of the results. Future research directions are also discussed

Examining the Relationships between Emotional Intelligence and the Components of Transformational Leadership

The purpose of this study is to identify the relationships between emotional intelligence and the components of transformational leadership behavior of the supervisors. Data for this study were collected from 166 subordinates (who rated their supervisors’ emotional intelligence and the components of transformational leadership behavior) working at different organizations around the UK with the help of a structured questionnaire. Results indicated that emotional intelligence positively correlated with all the components of transformational leadership behavior. Implications, limitations, and future research directions are also discussed

Determining the Relationships between the Components of Organizational Commitment and Job Performance: An Empirical Study

The main objective of this study is to determine the relationships between the components of organizational commitment (such as, affective commitment, continuance commitment, and normative commitment) and job performance with the samples drawn from the private organizations in Chittagong, Bangladesh. This study adopted a survey design, thus, the data were collected from 187 executives, who were working at different private organizations within the city of Chittagong. The respondents were asked to rate their own commitment towards their own organizations along with their own job performance with the help of printed self-rated survey instruments. Organizational commitment was measured by Meyer and Allen’s (1997)Questionnaire while job performance was assessed by Tsui et al.’s (1997)Scale. This study used convenience sampling techniques. Descriptive, correlation, and regression analyses were used to clarify the relationships. Results reported a positive correlation between affective commitment and job performance as well as normative commitment and job performance while a non-significant relationship was found between continuance commitment and job performance. An important implication of the study is that supervisors should take initiative to increase their own and others’ organizational commitment to improve employee job performance. The most important limitation was in using convenience samples which may limit the generalizability of the results. Future research directions are also discussed

Assessing the Relationships among Transformational Leadership, Transactional Leadership, Job Performance, and Gender: An Empirical Study

The study aims to assess the relationships between transformational leadership and job performance as well as transactional leadership and job performance of the executives. The study also attempts to identify the differences between male and female executives’ perceptions regarding transformational leadership, transactional leadership, and job performance. The research sample comprised of 167 executives working at different organizations in Chittagong, the second largest city of Bangladesh. Transformational and transactional leadership was measured by the Multifactor Leadership Questionnaire (Bass & Avolio, 2000), while job performance was assessed by Tsui, Pearce, Porter, & Tripoli’s (1997) job performance scale. In data collection, this study used a convenience sampling technique. Data collected were analyzed using descriptive statistics, bivariate correlation, regression analysis, and a non-parametric test. The findings indicate a strong correlation (r = 0.72) between transformational leadership and job performance and a moderate correlation (r = 0.54) between transactional leadership and job performance. No significant differences between male and female executives’ perceptions regarding transformational leadership and job performance were found. But, a significant difference between male and female executives’ perceptions regarding transactional leadership was reported. An important implication of the research is that managers should develop appropriate leadership style (transformational and/or transactional) at different organizational levels to improve their job performance. One of the limitations of this study was the use of a convenience sample that might limit the generalizability of the findings. Further research directions are discussed

Impact of Emotional Intelligence on Sustainable Leadership: A PLS-based Study

Purpose: The study aims to evaluate the impact of emotional intelligence (EI) on the sustainable leadership of managers in the context of Bangladesh. Emotional intelligence is made up of five components, viz. self-awareness, self-regulation, motivation, empathy, and social skills. Methods: This is a quantitative study based on survey data. Data were collected from the managers (n=262) working in different organizations located in Dhaka and Chittagong region by using the convenience sampling technique. EI was measured with 30 items adopted from the EQ Index (Rahim et al., 2002, 2006), while sustainable leadership was measured with 15 items adopted from the SLQ (McCann & Holt, 2010). PLS-SEM was applied to analyze the data and evaluate the measurement and structural models.  Results: The findings suggest that managers’ emotional intelligence significantly influences sustainable leadership.              Originality: This study is a pioneering study in the context of Bangladesh and it contributes to our understanding of the impact of emotional intelligence on sustainable leadership, which in turn, enhances managers' sustainable performance. Limitations: The use of the convenience sampling technique may limit the generalizability of the findings

Do the Elements of Emotional Intelligence Determine Charismatic Leadership? : An Empirical Investigation

Purpose: Emotional intelligence is a critical stimulus of charismatic leadership. This research is an effort to detect the relationships between the elements of emotional intelligence and charismatic leadership.  Method: Purposive sampling technique was adopted to assemble data from 356 bankers working in different private commercial banks in Bangladesh. The Emotional Quotient Index (EQ Index: Rahim et al., 2002) and a Multifactor Leadership Questionnaire (MLQ 5X: Bass &Avolio, 2000) were used to assess emotional intelligence and charismatic leadership respectively. A total of 356 usable responses were received which were analyzed using descriptive statistics, Pearson correlation, and linear regression. Results: The study revealed that all elements of emotional intelligence, namely, self-awareness (r=.64, p<.001), self-regulation (r=.62, p <.001), motivation (r = .65, p< .001), empathy (r = .63, p< .001), and social skills (r = .59, p <.001) were positively correlated with charismatic leadership. It also demonstrated that potential covariates (e.g. experience, age, employee, department, education, gender, and position) shared a negligible correlation with emotional intelligence and charismatic leadership. Implications: These unique findings would be helpful to academics, scholars, policymakers, and managers/executives of commercial banks to flourish their charisma by cultivating and boosting emotional intelligence to realize a higher level of organizational outcomes. Limitations: The generalizability of the findings is limited by its particular sampling technique which is less reliable. &nbsp

Career Trajectories of the Female Faculties in the Private Universities of Bangladesh: A Phenomenological Study

The education sector is considered as one of the suitable areas that facilitate women to pursue a prestigious career. Recently, along with public universities, private universities are significantly contributing to higher education in Bangladesh. Female faculties are building their careers in private universities. In university-level education, a faculty member plays a significant role in bringing out the talent hidden among the students and grooms them up for a future career. This study aims to trace the satisfaction, possible barrier, and progression prospect of the female faculties working in the private universities in Bangladesh. This study adopts a phenomenological research design to portrait the life experiences of ten female faculties regarding the respondents' attraction to the teaching as a career, satisfaction issues (self-satisfaction, enjoyment, contentment, etc.), barriers (challenges in managing family, discontentment, stress, etc.), and dream about their career progression. This study tries to uphold an extensive understanding of female faculties' thirst for involvement, struggle for difficulties, and motivation for advancement. The study sketches the career trajectories of female faculties in private universities, and it provides insight to the concerned authority to improve the working condition for the female faculties by taking proper steps

Knowledge and perception of breast cancer among women of reproductive age in Chattogram, Bangladesh: A cross‐sectional survey

Abstract Background and Aims Breast cancer is the second leading cause of cancer death in women worldwide. The significantly higher mortality rate has been considered due to poor knowledge of women, delay in diagnosis, and initiation of treatment. Therefore, this hospital‐based cross‐sectional study aimed to understand the knowledge and perception of women with breast cancer in Bangladesh. Methods Data was collected using a questionnaire‐based interview from 357 women aged 15–49 years attending two tertiary care hospitals in Chattogram city of Bangladesh. Results Neighbors (18.6%) and relatives (18.1%) were the leading sources of information on breast cancer. Among the total, 69.5% knew about breast cancer however, only 14% of them knew about screening tests and 61.5% were unaware of risk factors for developing breast cancer. Pain in the breast, painless lump, and nipple discharge were the most recognized clinical symptoms by the participants. Exercise and weight control, the practice of breastfeeding, and taking medicine were the three most known prevention practices. Women perceived wrong conceptions that Breast cancer is only found in older age (42.3%) and women (15.7%) and that it causes losing one's breast (3.1%). A significant correlation was found between the education level of participants and their knowledge of risk factors related to breast cancer. Conclusion Although the majority of the participants have heard about breast cancer, they do not possess enough knowledge regarding the risk factor, symptoms, and preventive methods of breast cancer. We suggest interventions targeting a community‐based awareness progra

Role of emotional intelligence in managerial effectiveness: An empirical study

Emotional intelligence is very critical to the managerial effectiveness. The present study intends to explore the relationships between emotional intelligence and the three roles such as, interpersonal, informational, and decision of managerial effectiveness. Emotional intelligence is measured by using the Emotional Quotient Index (Rahim et al., 2002) [Rahim, M., Psenicka, C., Polychroniou, P., Zhao, J., Yu, C., Chan, K., Susana, K., Alves, M., Lee, C., Rahman, M.S., Ferdausy, S., & Wyk, R. (2002). A model of emotional intelligence and conflict management strategies: a study in seven countries. International Journal of Organizational Analysis, 10(4), 302-326.] while managerial effectiveness is assessed by using Tsui’s (1984) scale [Tsui, A.S. (1984). A role set analysis of managerial reputation. Organizational Behavior and Human Performance, 34, 64-96.]. Data were collected by distributing self-administered questionnaires among the working MBA students using a convenience sampling technique. Respondents are asked to rate their emotional intelligence and managerial effectiveness scales. Finally 127 usable responses are received and, then, analyzed by using the descriptive statistics, bivariate correlation, and regression analysis. Analysis shows that emotional intelligence was positively related with interpersonal role, informational role, and decision role. The main implication is that emotional intelligence could enhance managerial effectiveness guiding the managers, academics, and professionals. The limitations are the sample size and the sampling technique which might limit the generalizability of the findings. Future directions are also discussed