Fatma Soncez Cakir and Zafer Adiguzel

IV: Leader Effectiveness

DV: Knowledge Sharing Behavior

Moderator: Employess and Organization (Job performance, Firm Strategies, Firm performance)

573 white-collar employees were identified for the white-collar employees in 22 textile companies

Information sharing and leader effectiveness between department managers and experts in the textile sector have a positive effect

Knowlege sharing behavior among employees give positive effect on both performance and strategy

Both leader effectiveness and knowledge sharing behavior positively affect the work performance of the employees within the organization

Sajjad Ahmad Baig, Saher Iqbal, Muhammad Abrar, Irfan Ahmad Baig, FizaAmjad, Muhammad Zia-ur-Rehman, and Muhammad Usman Awan

IV: 1. Transformational Leadership,Transactional Leadership, and Laissez-fairre Leadership

DV: Employees Performance

Moderator: Psychological Capital

Set of people that are selected from the textile organisations of Pakistan

There is positive association between leadership style and employees performance through the moderating role of pyschological capital

Transformational and transactional leadership styles are effectual leadership styles forenhancing the employee’s performance in textile sector of Pakistan.

transformational and transactional leadership should be implemented at workplace andthe organisations should launch training and development programmes

Robert Cote

IV: Leadership Styles

DV: Leadership Approaches

Moderator: Effective Leadership

This study design is comprative qualitative research design which is the researchers data are collected primarily by observation of case study and recorder behavior of two historical leaders (Herb Kelleher and Bernie Ebbers)

The focus of transformational leaders is on behaviour, with an emphasis on connection and a strong bond between the leader and the followers.

Transactional leadership is centred on a task-oriented emphasis with followers in order to clarify duties and task/goal completion by rewarding or punishing them.

Situational Leaders that adjust their behavior/style to match the demands of their followers motivate and influence their followers.

Pseudo-transformational leaders exploit their personal goal and vision to drive followers in an immoral manner.

According to research, destructive leaders harm organisations by lowering their credibility, eroding and destroying subordinate trust, preventing team formation, and affecting organisational performance.