Conceptual assessment: Transformational, transactional and laissez-faire leadership styles and job performances of managers as perceived by their direct reports

This study was designed to examine the leadership styles and job performances of the Midwest district managers of an Illinois international manufacturing company as perceived by their direct reports. A quantitative methodology was utilized to explore the research for the following question: Is there a statistically significant difference in the Multifactor Leadership Questionnaire (MLQ) and job performance scores of leaders across the three leadership styles (i.e. transformational, transactional and laissez-faire) as perceived by the managers' direct reports? The data analysis indicated the following findings as a result of the study. The study revealed that there was a significant relationship between the leadership styles and job performances scores of managers. The results showed how leadership styles could affect the behaviors in job performances of managers. The outcome revealed that transformational and transactional leadership styles are needed for the support and growth of multifaceted organizational systems.