Leadership Behavior and Effectiveness: An empirical study on leadership behavior and effectiveness of managers in the insurance sector

Abstract

Leadership behavior of managers in organizations bears significant impact on their leadership effectiveness. This study examined the leadership behavior of managers in the insurance sector and assessed their impact on effectiveness measured in term of job satisfaction, commitment and performance of subordinates. Samples of 63 managers and 306 employees were drawn using stratified random sampling. Quinn's (1988) Competing Value Framework was based for developing the conceptual model of the study for formulating the hypotheses. Data was collected by administering two questionnaires developed by the researcher. These questionnaires were based on Liker's scale and tested their validity through Half-Split method (1=.79, .81). It was concluded that adoptive style or behavior is the most effective while stability oriented behavior is the least effective in the insurance sector. Further, it was found that task oriented and people oriented leadership behavior are moderat effective.