The Role of Leadership Style in Influencing Employees’ Perceptions of their Individual Performance
- DOI
- 10.2991/978-2-38476-126-5_104How to use a DOI?
- Keywords
- Individual performance; employee attitude; employee perception; leadership
- Abstract
Organizations seek to ensure that their employees perform at their best. There is a need for the organization’s leadership to motivate the employees. The objective of this article was in investigate how leadership style affects how employees view their own performance. Leaders must lead by example to shape the employee’s attitudes and perceptions. To achieve this objective, the paper engaged in a critical review of literature. According to the results, the leadership style has significant impact on the encourage and drive of workers. Transformational and democratic leadership have been identified as the most significant in shaping employees’ attitudes and perceptions towards work and performance. Based on these findings, there is a need to ensure leaders are conversant with how employees can be motivated. This is besides the fact that other factors are linked to performance perception, such as the working environment, job security, and remuneration.
- Copyright
- © 2023 The Author(s)
- Open Access
- Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.
Cite this article
TY - CONF AU - Xiqian Wang PY - 2023 DA - 2023/10/31 TI - The Role of Leadership Style in Influencing Employees’ Perceptions of their Individual Performance BT - Proceedings of the 2023 7th International Seminar on Education, Management and Social Sciences (ISEMSS 2023) PB - Atlantis Press SP - 946 EP - 952 SN - 2352-5398 UR - https://doi.org/10.2991/978-2-38476-126-5_104 DO - 10.2991/978-2-38476-126-5_104 ID - Wang2023 ER -