8 ABBAS Effect of Leadership Development

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Pakistan Economic and Social Review

Volume 47, No. 2 (Winter 2009), pp. 269-292

EFFECT OF LEADERSHIP DEVELOPMENT ON

EMPLOYEE PERFORMANCE IN PAKISTAN

QAISAR ABBAS n! SARA "AQ##B$

Abstract . %&e 'tu! ' ime! to e*mine t&e e++et o+ le!er'&ip !eelopment

on emploee per+ormne in /i'tn. %&i' 'tu! ' on!ute! on'i!erin +ie

+tor' o+ le!er'&ip !eelopment, i.e. o&in, trinin n! !eelopment,

empoerment, prtiiption n! !eletion n! it ' +oun! t&t t&e om1ine!

e++et o+ t&e'e +tor' in+luene' emploee per+ormne it& 03. oeer, re't

o+ t&e 03 ontri1ution tor!' emploee per+ormne ot&er t&n le!er'&ip

!eelopment +tor' n 1e t&e re'ult o+ ot&er +tor' 'u& '5 ttitu!e,

ommitment, motitionl +tor', n! tru't in t&e ornition, n! ot&er +tor'

'u& ' ompen'tion, rer! n! 1onu'e' et. n l'o inre'e t&e emploee

per+ormne. %&e +ie ri1le' olletiel ' le!er'&ip !eelopment +tor'

proe 'neri e++et n! inre'e t&e oerll emploee per+ormne. %&e

poli lterntie '&oul! 1e t&t ornition' mu't 1e lere! 1out t&e lernin

reuirement o+ t&e emploee'. %&ere+ore, 1ot& mner' n! emploee' mu't

oll1orte e++etiel n! ommunite t&e reui'ite +or per+ormne.

I. INTRODUCTION

8mploee per+ormne i' n importnt 1uil!in 1lo/ o+ n ornition n!

+tor' &i& l t&e +oun!tion +or &i& per+ormne mu't 1e nle! 1

t&e ornition'. Sine eer ornition nnot prore'' 1 one or to

in!ii!ul' e++ort, it i' olletie e++ort o+ ll t&e mem1er' o+ t&e

ornition. er+ormne i' m:or multi!imen'ionl on'trut ime! to

&iee re'ult' n! &' 'tron lin/ to 'trtei ol' o+ n ornition

(;it, 2000). ;ner' t ll t&e leel' &e to input t&eir e++ort' n! m/e

m*imum u'e o+ t&eir 1ilitie' &i& 'ometime' re pro!ue! un!er'uperi'ion or it&out it. oeer, t&ere re mn e*pettion' +rom

mner' or/in +or n ornition. %&e'e e*pettion' re 'ometime'

$%&e ut&or' re, re'petiel, A''oite ro+e''oron'euentl ue'tion ri'e' t&t &o n emploee n or/ more

e++iientl n! e++etiel to inre'e t&e pro!utiit n! rot& o+ n

ornition. An e++etie le!er'&ip prorm n 1e o+ n immen'e

''i'tne to &elp i!enti+ n! 1uil! le!er'&ip ulitie' mon in!ii!ul'

it&in t&e ornition. %&e reltion'&ip 1eteen le!er'&ip n!

per+ormne ' in!iret ' ell ' !iret (?!ot, 2007), &i& proe' t&e

importne o+ !eelopin le!er' t&rou& le!er'&ip !eelopment prorm'.

@te't 'tu!ie' proi!e t&t ornition' &eil ine't in umn Re'oure

=eelopment interention' to up!te n! '/ill t&e emploee' in or!er to

ttin :o1 per+ormne, :o1 'ti'+tion n! :o1 inolement. %&e'e '/ill' n

1e imprte! 1 proi!in nee''r te&nilurrentl le!er'&ip i' i!el reonie!, n!

eri+ie! t&rou& re'er&. @e!er'&ip !eelopment n 1e imprte! t&rou&

e*perientil lernin, iriou' lernin n! trn'+ormtionl lernin n! it

i' imprte! ' le!er' n in+luene t&e people n! motite t&em (opper,

200).

@e!er'&ip !eelopment i' 1eomin n inre'inl ritil n!

'trtei impertie +or ornition' in t&e urrent 1u'ine'' enironment

(S&eri-@nne, r1u!l 2007). @e!er'&ip !eelopment i' n importnt re

&i& i' on'i!ere! n! implemente! in ornition' to inre'e &umn

p1ilit n! 'ome ot&er 1ene+it' li/e to in ompetitie !nte. Some

!eelopmentl ''inment' n 1e rrie! out onurrentl it& reulr :o1

re'pon'i1ilitie', &ere' ot&er' reuire t/in temporr lee +rom one'

reulr :o1 ("u/l, 2002). %&e'e !eelopment ''inment' n 1e u'e! to

!eelop mneril '/ill' t urrent :o1', 'ome m 1e u'e! to !eelop ne

pro:et' or 1ein ne pro:et' 'erin ' !eprtment repre'enttie on

ro'' +untionl tem'. %rinin 'e''ion' pl n importnt role to improe

t&e per+ormne o+ ornitionl mner' rer!in ommunition '/ill',

li'tenin '/ill', motite ot&er', 'upport ot&er', n! '&re in+ormtion

(le, C997).

A le!er'&ip !eelopment prorm i' ime! to improe t&e '/ill' o+

mner' t ll leel' &et&er opertionl, ttil, 'trtei n! per'onl '

ell. er+ormne i' itl +eture o+ n ornitionD +urt&ermore,

!eelopment prorm' n 1e &elp+ul in i!enti+in n! mnin tem',

&ere roup !eelopment n! 'pei+ill per'onl !eelopment n! rot&

o+ mner' l'o t/e ple. %&e mo't importnt 'pet no!' i' t&t


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27!ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

&o mner n !opt t&e le!er'&ip ttri1ute' n! e++etiel u'e t&em to

per+orm &i' :o1 re'pon'i1ilitie' ''ine!, t&e'e ttri1ute' n &elp &im or/

+urt&er t&n t&e :o1 re'pon'i1ilitie' n! !! more &ieement to t&e

ornition. @e!er'&ip !eelopment proe'' inten!' to !eelop le!er' n!

l'o inlu!e' trn'+er o+ ornitionl ulture n! lue' ultimtel

re'ultin into olletie '&rin mon ll t&e mem1er' o+ t&e ornition

to &iee t&e ornitionl o1:etie' (milton n! >nt&i, 200).

@e!er'&ip reuirement in to!' ornition' in /i'tni per'petie

i' er importnt to meet t&e lo1l 1u'ine'' &llene'. #n t&e ot&er &n!,

le!er'&ip !eelopment i' l'o m:or on'i!ertion n! &llene ro''

t&e lo1e n! &' m:or in+luene on emploee' per+ormne.

%&ere i' lre mount o+ or/ !one on le!er'&ip !eelopment n! it'

impt on riou' +tor' inlu!in emploee per+ormne in mn prt' o+

t&e orl!, &oeer, t&ere i' er limite! re'er& on!ute! in /i'tn1eu'e o+ &i& t&i' importnt re o+ ornition n! emploee

!eelopment remin' une*plore! t lre. oeer, %irmii (2002) &'

proi!e! 6-@ +rmeor/ mo!el o+ le!er'&ip re'er& n! !eelopment in

/i'tn n! &' !eelope! le!er'&ip !eelopment in'trument 1'e! on 6-

@ +rmeor/. #n t&e ot&er &n!, t&i' 'tu! i!enti+ie' 6 !imen'ion' to 1e

!eelope! 1ut &o to !eelop remin unn'er1le or t&e +tor' !ue to

&i& le!er'&ip !eelopment n 1e on!ute! re not +oun! 1ut proi!e'

ler ei!ene o+ importne n! nee! +or t&e le!er'&ip !eelopment in

/i'tn. %&e 'i* 6-@ +rmeor/ !imen'ion' !eelope! 1 %irmii re5

C. @e!' n! enoure &ne

2. @ie' 1 e*mple

E. @u!' &ieement

4. @en!' i'ion

. @eere' lernin n! !eelopment

6. @oo/' out +or ot&er'

ene, it i' importnt to reonie t&e le!er'&ip !eelopment n!

men' to !eelop, n! it' impt on t&e ornition n! it' emploee' in

/i'tni 1u'ine'' enironment. %&ere+ore, /eepin in ie t&e importne

o+ le!er'&ip !eelopment n! it' /nole!ment n! 1ene+it' !rn in ll

prt' o+ t&e orl!, t&i' re'er& i' ime! to 'tu! le!er'&ip !eelopment

lue n! 1ene+it' on 1u'ine'' 'etor in prtiulr emploee per+ormne in

/i'tn. Aprt +rom t&i', le!er'&ip !eelopment n l'o 1e &elp+ul in

implementin &ne e++ort'. %&ere n 1e mn met&o!oloie' to imple-


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272 Pakistan Economic and Social Review

ment t&i' prorm t&rou& trinin, or/'&op', 'eminr' et. No!' in

/i'tn t&ere i' n emerin tren! o+ orporte trinin on!ute! 1 t&e

ornition to !eelop t&e &umn pitl n! per'onl !eelopment o+

mner'. %&i' tren! i' l'o reonie! 1 riou' oernment in'titution'

' ell.

%&e oerll o1:etie o+ t&e re'er& i' to 'tu! t&e le!er'&ip

!eelopment n! it' impt on emploee per+ormne. %&e 'tu! ill 1e

per+orme! on /i'tni ornition' &i& re +ou'in on +orml met&o!'

o+ !eelopin t&eir emploee'. %&i' 'tu! ill 1e on!ute! in +e 'etor'

o+ /i'tn 'u& ' Bn/in n! %eleommunition 'etor. %&ere+ore, t&i'

'tu! ill &i&li&t t&e importne o+ le!er'&ip !eelopment, it' poer to

inre'e t&e per+ormne n! it in+luene on /i'tn' 1u'ine''

enironment.

II. RESEARCH METHODOLO"Y

%&i' &ole 'tu! reole' roun! t&e importne o+ le!er'&ip !eelopment

n! it' impt on emploee per+ormne. In t&i' 'tu! e &e !eelope!

propo'ition 1'e! on t&e +t t&t le!er'&ip !eelopment n 1e

ompli'&e! t&rou& riou' i!enti+ie! element' &i& n 1e u'e! in

imprtin le!er'&ip ulitie' mon t&e or/ +ore o+ n ornition. Weill tr to 'tu! t&eir 'ini+ine n! lue in /i'tni ornition. %&o'e

i!enti+ie! element' re o&in, trinin n! !eelopment, empoerment,

prtiiption n! !eletion n! t&eir impt on per+ormne ill 1e

me'ure!.

RESEARCH DESI"N

%&i' re'er& i' inten!e! to 'tu! t&e reltion'&ip 1eteen t&e ri1le' o+

le!er'&ip !eelopment n! emploee per+ormne. 8& ri1le !e+ine' it'on !imen'ion'. An! &' rie! in+luene on emploee per+ormne.

oeer t&e 'trent& n! !iretion o+ reltion'&ip oul! 1e me'ure! to

i!enti+ t&e tpe n! inten'it o+ t&e reltion'&ip. %&ere+ore t&e re'er& i'

e*plortor in nture.

SELECTION OF SAMPLE

%o on!ut t&e re'er& re'pon!ent' ere 'elete! &o ere or/in in n

ornition n! &! 'u++iient uli+ition n! e*periene. %&ere+oreoneniene 'mplin te&niue ' u'e! in t&e 'tu!. Anot&er re'on o+

t&i' 'mplin te&niue ' time on'trint n! 'ine t&e 'tu! ' onl

ime! in tin itie', i.e.Rlpin!i n! I'lm1! onl t&ere+ore t&i' tpe

o+ 'mplin te&niue ' pre+erre!.


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27#ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

%&e !t ill 1e t&ere! +rom t&e top n! mi!!le leel mner',

&oeer ne entrnt' or in ot&er or!' +ront line mner' ere not

on'i!ere! +or t&e 'tu! ' t&e &! in'u++iient or/ e*periene n!

m:orit ere not !elete!, prtiipte!, empoere! 'pei+ill !e'pite o+

t&e +t t&e ere trine!. %&ere+ore to &e ut&enti in+ormtion t&i'

prtiulr roup ' omitte!.

THEORETICAL FRAME$ORK

%o implement t&e 'tu! riou' !epen!ent, in!epen!ent n! mo!ertin

ri1le' ill 1e !e+ine! +or t&eoretil +rmeor/. %&e in!epen!ent

ri1le i' le!er'&ip !eelopment n! emploee per+ormne i' !epen!ent

ri1le. %&e re'on & t&e'e to ri1le' &e 1een &o'en i' to 'ee t&e

reltion'&ip 1eteen t&em, i.e.i+ le!er'&ip !eelopment i' implemente!

t&en !oe' it ++et' t&e emploee per+ormneF %o 'tu! t&e'e to ri1le'

t&eir tool' re l'o i!enti+ie! t&rou& &i& t&e reltion'&ip 1eteen t&e tooul! 1e 'tu!ie!. It i' ei!ent +rom t&e e*i'tin literture t&t t&ere re

i!enti+ie! ri1le' &i& in+luene t&e emploee'. %&ere+ore le!er'&ip

!eelopment on emploee per+ormne ill 1e me'ure! t&rou& o&in,

trinin n! !eelopment, empoerment, prtiiption n! !eletion.

%&e t&eoretil +rmeor/ n 1e 'een +rom t&e +olloin '&emti

!irm (Giure C).

GI?HR8 C

%&eoretil Grmeor/ ;o!el

HYPOTHESIS DEVELOPMENT

#n t&e 1'i' o+ t&e t&eoretil +rmeor/ pre'ente! 1oe, t&e &pot&e'e'

!eelope! re ' +ollo'.


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27% Pakistan Economic and Social Review

COACHIN" AND EMPLOYEE PERFORMANCE

>o&in n 1e u'e! on :o1 to i!enti+ t&e pro1lem re &ere n emploee

i' l/in, or 'olin t&e pro1lem o+ n emploee n! to enoure n! 'ole

pro1lem' t&em'ele'. Aor!in to >&mpt&e' (2006), o&in &'

1eome n importnt te&niue to improe per+ormne. It i' not one ommunition n! proe' to 1e to ommunition' &ere o&e'

i!enti+ &t n 1e improe! n! &o it n 1e improe!. Gurt&er o&in

!!re''e' t&e 1elie+' n! 1e&ior' t&t &in!er per+ormne (%oit, 2007). It

n 1e +urt&er 'een t&t o&in i' ll 1out &elpin 'ome one el'e to

improe per+ormne (Strr, 2004). %&ere+ore e n !r t&e +olloin

&pot&e'i' '5

5 %&ere i' po'itie reltion'&ip 1eteen le!er'&ip !eelopmentC

tool, i.e.o&in n! emploee per+ormne.

TRAININ" AND DEVELOPMENT

AND EMPLOYEE PERFORMANCE

%rinin n! !eelopment re !e'ine! to '/ill emploee' 'o t&e n

per+orm ell. %&i' n 1e !one 1 +ormll !eelopin %rinin n!

=eelopment prorm' or in+ormll on :o1 trinin n 1e o++ere!.

GI?HR8 2

Brmle' In!ii!ul ;o!el o+ %rinin

Soure5 >ite! +rom S&ini!i' n! Bouri' (200)


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27&ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

8mploee' m not +eel motite! n! l/ ommitment !ue to

in'u++iient /nole!e n! '/ill' &i& n 1e imprte! to t&em t&rou&

trinin. %&i' in'u++iien m re'ult into on+lit it& ornitionl ol

&ieement n! eentull ++etin ornitionl per+ormne. %&ere+ore

ornition' mu't +ill in t&e p !e'ire! n! tul per+ormne (S&ini!i'

n! Bouri', 200). %&i' n 1e +urt&er illu'trte! 1 Giure 2.

%&ere+ore, it n 1e onlu!e! t&t trinin n! !eelopment in+luene'

emploee per+ormne n! e n !r t&e &pot&e'i'.

5 %&ere i' po'itie reltion'&ip 1eteen le!er'&ip !eelopment2

tool, i.e.%rinin n! =eelopment n! emploee per+ormne.

EMPO$ERMENT AND EMPLOYEE PERFORMANCE

=ull (C999) !e+ine' 'ue'' ' &ieement, ompli'&ment n!

ttinment &i& i' on'euene o+ empoerment. e reel' t&i'on'euene in +orm o+ 'ue'' t&rou& empoerment ' (C) In!ii!ul

'ue'' in +orm o+ emploee' role per+ormne, (2) #rnitionl 'ue''

&i& i' &iee! ' mem1er' o+ t&e ornition ompli'& olletie

ornitionl ol' n! o1:etie', n! (E) A' ornitionl mem1er'

'&re mutull 1ene+iil n! 'ti'+in or/ e*periene meetin 1ot&

'oil n! per'onl rot& nee!'. Gurt&er Brtrm n! >'imir (2007) reel

in t&eir 'tu! t&t empoerment &! 'ini+int po'itie orreltion' it&

1ot& per+ormne n! 'ti'+tion. An! 'pei+ill empoerment ' more

'tronl orrelte! it& t&e in-role per+ormne o+ +olloer' t&n it&

'ti'+tion it& t&e le!er. %&ere+ore out o+ t&e'e 'upportie rument' t&e+olloin &pot&e'i' i' propo'e!.

5 %&ere i' po'itie reltion'&ip 1eteen le!er'&ip !eelopmentE

tool, i.e.empoerment n! emploee per+ormne.

PARTICIPATION AND EMPLOYEE PERFORMANCE

Re'er&er' 'ue't t&t prtiiption i' u'e+ul o+ inolin

emploee' to u'e t&eir '/ill' in pro1lem 'olin. >&en n! %:o'ol! (2006)

&e 'tu!ie! t&e prtiiption n! it' importne 1 Amerin n! >&ine'e

mner' in >&in. %&ere re'er& reel' t&t prtiiption mnement i'1out inolin emploee' in t&e !ei'ion m/in proe'' &ere t&e

emploee' +eel t&t t&e &e t&e opportunit to !i'u'' pro1lem' n! n

in+luene ornitionl !ei'ion'. %&e oerll impt o+ prtiiption i'

inre'e! emploee :o1 per+ormne n! lo turn oer.

Gurt&er, @m et al. (2002) 'ue't t&t ornition' n t to inre'e

or !ere'e t&e leel' o+ t&e'e me!itor ri1le' it&in t&eir per'onl' n!


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potentill 'trent&en t&e po'itie per+ormne e++et' o+ emploee

prtiiption.

%&ere+ore out o+ t&e 1oe mentione! !i'u''ion &pot&e'i' n 1e

!rn ' +ollo'5

5 %&ere i' po'itie reltion'&ip 1eteen le!er'&ip !eelopment4

tool, i.e.prtiiption n! emploee per+ormne.

DELE"ATION AND EMPLOYEE PERFORMANCE

"u/l (2002) !i'u''e', !eletion inole' ''inment o+ ne

re'pon'i1ilitie' to emploee' n! !!itionl ut&orit to rr t&em.

oeer !eletion i' u'e! to !e'ri1e riet n! !i++erent +orm' o+

poer '&rin it& in!ii!ul 'u1or!inte'. %&ere re mn re'on' +or

!eletin 1ut mon't t&em t&e 'trone't re'on i' to !eelop 'u1or!inte'

'/ill' n! on+i!ene. 5 %&ere i' po'itie reltion'&ip 1eteen le!er'&ip !eelopment

tool, i.e.=eletion n! emploee per+ormne

LEADERSHIP DEVELOPMENT

AND EMPLOYEE PERFORMANCE

>om1in t&e entire 1oe mentione! &pot&e'i' it n 1e 'een t&t

le!er'&ip !eelopment i' ompli'&e! t&rou& o&in, trinin n!

!eelopment, empoerment, prtiiption n! !eletion. %&ere+ore t&e

+olloin &pot&e'i' i' !erie!. 5 %&ere i' po'itie reltion'&ip 1eteen le!er'&ip !eelopment n!

6

emploee per+ormne.

%&ere+ore, 1'e! on t&e t&eoretil +rmeor/ n! &pot&e'e' !rn

'&emti illu'trtion n 1e !rn ' '&on in Giure E.

DATA COLLECTION TOOL

%o i!enti+ t&e re'ult o+ t&e 'tu! primr n! 'eon!r 'oure' o+ !t

olletion re u'e!. %o me'ure t&e outome o+ t&e 1oe mentione! 'i*

&pot&e'e' ue'tionnire ' primr 'oure ' !e'ine!, n! 'upportiemteril n! re'er& lre! per+orme! +rom interntionl :ournl' il1le

online ' 'eon!r 'oure ' u'e! to 'upport t&e +in!in' o+ t&e urrent

'tu!. %&e le!er'&ip !eelopment n! emploee per+ormne ere

me'ure! /eepin in ie t&e 1oe mentione! &pot&etil mo!el.

%&ere+ore, t&e ue'tionnire on'i'te! o+ +ie ue'tion' e& o+ o&in,


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277ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

trinin n! !eelopment, empoerment, prtiiption, n! !eletion to 'ee

t&e 'ini+ine on emploee per+ormne on'i'tin o+ 'een ue'tion'.

GI?HR8 E

%&e pot&e'ie! ;o!el o+ @e!er'&ip =eelopment

n! 8mploee er+ormne Reltion'&ip =irm

@e!er'&ip

6

=eelopment

C 8mploee>o&in

er+ormne

@e!er'&ip

2!eelopment %rinin n!

t&rou& t&e !eelopment

ri1le'

E

8mpoerment

4

rtiiption

=eletion

%&e ue'tionnire ' !e'ine! to 'tu! t&e impt o+ o&in,

importne o+ trinin n! !eelopment, +eelin o+ empoerment, leel o+

prtiiption in !ei'ion m/in n! !eletion o+ ut&orit on t&eirper+ormne. %&ere+ore +e ue'tion' ere 1'e! on t&eir per'onl

elution 'u& ' trinin !eelopment n! empoerment n! +e it&

re'pet to t&eir 'uperi'or, i.e.o&in, prtiiption, n! !eletion. %&e

ue'tionnire inlu!e! totl o+ E2 ue'tion' n! ' !e'ine! on @i/ert'le tpe +rom C to 'u& ' 'tronl !i'ree, !i'ree, neutrl, ree, n!

'tronl ree.


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27' Pakistan Economic and Social Review

DATA ANALYSIS

A totl o+ 200 ue'tionnire' ere irulte! n! C4 ere reeie!, out o+

&i& 44 ue'tionnire' ere un+ille! n! C6 ue'tionnire' ere !i'r!e!

!ue to mi''in !t. %&ere+ore, C40 ue'tionnire' ere on'i!ere! +or t&e

'tu! ' re'pon!ent' or/in in !i++erent ornition. No 'pei+i 'etor i'!e+ine! +or t&e re'er& ' t&e 'tu! i' ime! to +in! t&e in+luene o+

le!er'&ip !eelopment on emploee per+ormne.

%&e !t reeie! +rom t&e re'pon!ent' ' nle! it& &elp o+'tti'til 'o+tre prorm SSS-C4. %o te't t&e &pot&e'i' er'on

>orreltion nl'i' ' on!ute! to e*mine &et&er t&e &pot&e'i' '

epte! or re:ete!. @i/e orreltion, rere''ion nl'i' ' l'o

per+orme! me'urin t&e +ie in!epen!ent ri1le' impt in!ii!ull on

emploee per+ormne n! om1ine! e++et in o+ t&e ll t&e ri1le' in one

ri1le, i.e. le!er'&ip !eelopment on emploee per+ormne.

III. ANALYSIS AND DISCUSSION

DATA SAMPLE INFORMATION

A totl o+ 200 ue'tionnire' ere !i'tri1ute! to emploee' or/in in

pu1li n! prite ornition. %&e 'ure ' !one in 1n/in 'etor,

&otel in!u'tr teleommunition 'etor n! ot&er ornition' in

Rlpin!i n! I'lm1!. %&e ornition' &ere t&e ue'tionnire' ere

irulte! inlu!e! %>@, ;o1ilin/, A'/ri Bn/, 1i1 Bn/ @imite!,

;rriot, Seren, erl >ontinentl otel, NA=RA, NA, S&lum1erer et.#ut o+ &i& one &un!re! n! ei&t +our ere returne!, 'i*teen

ue'tionnire' ere re:ete! !ue to mi''in !t n! +ort +our ere returne!

un+ille!. %&ere+ore, C40 ue'tionnire' 'ere! ' !t +or nl'i' to pre'ent

t&e +in!in' n! !r onlu'ion. Gurt&er t&e !t nl'i' i' per+orme! to

re& t&e +in!in'.

%1le C reel' t&e !emorp&i in+ormtion o+ t&e re'pon!ent'. ;o't

o+ t&e re'pon!ent' ere +llin in t&e e roup o+ E0-E9 er' o+ t&e e

it& E.63 n! t&en JK29 er' o+ e it& E03. %&e !emorp&i' l'o

reel en!er !ii'ion o+ t&e re'pon!ent', m:orit o+ t&e re'pon!ent' ere

mle', i.e.73 repre'entin 1ier prt o+ t&e 'mple roup. oeer,

CE3 perent re'pon!ent' ere +emle'.

%&i' 'tu! ' onl ime! t t&e top n! mi!!le mnement n! +ront

line mner' ere not t/en into ount. %&e min re'on +or not

inolin t&ere re'pon'e ' t&t m:orit o+ +rontline mner' or/

e*periene ' le'' t&n 6 mont&' n! t&e &! not un!erone n /in! o+


10/23

279ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

trinin, o&in, or ere not empoere!, !elete! or prtiipte! in

!ei'ion m/in proe'' t&t i' & t&i' roup o+ re'pon!ent' ere nete!.

oeer, er +e top mner' 'ere! ' re'pon!ent 1ut t&ere

in+ormtion ' 'u++iient enou& to on!ut t&e nl'i'. %&ere+ore, %1le

4 reel' 1out t&e re'pon!ent' leel in t&e ornition. %&e top mner'

ere mo'tl Vie pre'i!ent', >8#, n! ''i'tnt ie pre'i!ent' n! ?enerl

;ner' n! repre'ente! n C.63 o+ t&e 'mple roup. W&ere' mi!!le

mner' repre'ente! C.43.

%AB@8 C

Greuen =i'tri1ution o+ =emorp&i Vri1le' (N K C40)

Vri1le Greuen erent

Ae

JK 29 er' 42 E0

E0LE9 er' 4 E.6

40L49 er' 24 C7.C

MK 0 er' 20 C4.E

%otl C40 C00

?en!er

Gemle C CE

;le C22 7

%otl C40 C00

@eel in #rnition%op 26 C.6

;i!!le CC4 C.4

%otl C40 C00

8!utionl @eel

B&elor' E0 2C.4

;'ter' CC0 7.6

%otl C40 C00

Wor/ e*periene +ter uli+ition

JK4 er' 29 20.7-C0 er' 6C 4E.6

CC-C er' 2C C

C6-20 er' CC 7.9

MK2C er' C C2.

%otl C40 C00


11/23

2' Pakistan Economic and Social Review

;:orit o+ t&e 'mple roup ere &ol!in m'ter' !eree. W&ile

nlin t&e !emorp&i !i'tri1ution it ' l'o i!enti+ie! t&t reter prt

o+ t&e re'pon!ent' &! multiple uli+ition. Gor in'tne, i+ re'pon!ent

' n enineer or ler &e l'o &el! m'ter' !eree 'u& ' ;BA or

;A. >oni'el t&ere ere 7.43 mi!!le n! C.63 top leel mner' '

t&e 'mple re'pon!ent'. Wor/ e*periene +ter uli+ition ' l'o t/en

into ount. ;o't o+ t&e re'pon!ent' +ell un!er t&e rne o+ -C0 er' o+

or/ e*periene t&t i' 4E.63. %&e minimum rne +or or/ e*periene '

JK 4 er' it& 20.73 re'pon!ent' n! t&e m*imum MK 2C er' it&

C2.3 re'pon!ent'.

CORRELATION ANALYSIS

er'on' >orreltion ' per+orme! to 'tu! t&e !iretion o+ reltion'&ip

1eteen t&e !epen!ent n! in!epen!ent ri1le'.

%AB@8 2

>orreltion' >oe++iient o+ t&e Reltion'&ip Beteen

@e!er'&ip =eelopment Vri1le' n! 8mploee er+ormne

%rinin8mploee

n! 8mpoer- rtii- =ele->o&in er+or-

=eelopment ption tionmne

ment

C(ac)*+,

er'on

>orreltion C .7($$) .E74($$) .604($$) .26($$) .49($$)

Si. (2-tile!) L 0.000 0.000 0.000 0.000 0.000

N C40 C40 C40 C40 C40 C40

Tra*+*+, a+- D/0(1+t

er'on

>orreltion .7($$) C .467($$) .47($$) .06($$) .644($$)

Si. (2-tile!) 0.000 L 0.000 0.000 0.000 0.000

N C40 C40 C40 C40 C40 C40

E1(3r+t

er'on

>orreltion .E74($$) .467($$) C .406($$) .429($$) .C4($$)

Si. (2-tile!) 0.000 0.000 L 0.000 0.000 0.000

N C40 C40 C40 C40 C40 C40


12/23

2'!ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

Part*c*1at*(+

er'on

>orreltion .604($$) .47($$) .406($$) C .E($$) .22($$)

Si. (2-tile!) 0.000 0.000 0.000 L 0.000 0.000

N C40 C40 C40 C40 C40 C40

D0,at*(+

er'on

>orreltion .26($$) .06($$) .429($$) .E($$) C .7E($$)

Si. (2-tile!) 0.000 0.000 0.000 0.000 L 0.000

N C40 C40 C40 C40 C40 C40

E10(4 Pr5(ra+c

er'on

>orreltion .49($$) .644($$) .C4($$) .22($$) .7E($$) C

Si. (2-tile!) 0.000 0.000 0.000 0.000 0.000 L

N C40 C40 C40 C40 C40 C40

$$>orreltion i' 'ini+int t t&e 0.0C leel (2-tile!).

%1le 2 repre'ent' t&e orreltion mtri* 1eteen le!er'&ip !eelop-

ment ri1le', i.e.o&in, trinin n! !eelopment, empoerment,

prtiiption, !eletion on t&e !epen!ent ri1le (emploee per+ormne).

All reltion'&ip 1eteen t&e !epen!ent n! in!epen!ent ri1le' re

po'itiel n! 'ini+intl orrelte!. %&e mo't 'ini+intl orrelte! n!'tron reltion'&ip o+ ll t&e ri1le' o+ le!er'&ip !eelopment i' trinin

n! !eelopment rK 0.644, pJ 0.0C it& emploee per+ormne. %&e ne*t

'ini+int n! mo!erte orreltion i' +oun! 1eteen !eletion n!

emploee per+ormne it& rK 0.7E, pJ 0.0C. W&ere' o&in i'

orrelte! t rK 0.49, pJ 0.0C. 8mploee' &en inole! in !ei'ion

m/in proe'', i.e.prtiiption i' l'o po'itiel orrelte! t rK 0.22,

pJ 0.0C. Ginll empoerment n! emploee per+ormne i' l'o po'itiel

'ini+int t rK 0.C4, pJ 0.0C. ene, %1le 2 pre'ent' po'itie

reltion'&ip mon ll t&e ri1le' o+ le!er'&ip !eelopment n! emploee

per+ormne. oeer men lue o+ ll t&e ri1le' ' l'o lulte!into one ri1le, i.e. le!er'&ip !eelopment n! it ' orrelte! to

emploee per+ormne n! t&e +olloin reltion'&ip ' o1'ere!.

%1le E '&o' orreltion 1eteen om1ine! e++et' o+ ll t&e +ie

ri1le', i.e.o&in, trinin n! !eelopment, empoerment,

prtiiption, !eletion into one ri1le le!er'&ip !eelopment n! it'

orreltion it& emploee per+ormne re'ulte! into 'tron po'itie reltion


13/23

2'2 Pakistan Economic and Social Review

it& rK 0.7CC, pJ 0.0C. %&i' lue o+ orreltion in!ite' 'troner

reltion'&ip n! 'ini+int t plue le'' t&n 0.0C.

%AB@8 E

>orreltion' >oe++iient o+ t&e Reltion'&ip Beteen

@e!er'&ip =eelopment n! 8mploee er+ormne

@e!er'&ip 8mploee

=eelopment er+ormne

@e!er'&ip =eelopment

er'on >orreltion C 0.7CC($$)

Si. (2-tile!) L 0.000

N C40 C40

8mploee er+ormne

er'on >orreltion 0.7CC($$) C

Si. (2-tile!) 0.000 L

N C40 C40

$$>orreltion i' 'ini+int t 0.0C leel (2-tile!).

RE"RESSION RESULTS

%&e rere''ion nl'i' ' l'o per+orme! n! re'ult' re reporte! in t&e

%1le 4.

%AB@8 4

8'timte! Re'ult' o+ Rere''ion Anl'i'

Vri1le'

%rinin @e!er->oe++iient n! 8mpoer- rtii- =ele- '&ip

>o&in=eelopment ption tion =eelop-

ment ment

>on'tnt 2.C7C$ C.0$ 2.E9$ 2.22$ 2.EE$ 0.92$$

(7.79) (7.E9E) (.470) (.064) (9.677) (E.2C2)

Bet .49$ 0.644$ 0.C4$ 0.22$ 0.7E$ 0.7CC$

(7.7C4) (9.76) (7.0E6) (7.C94) (. 204) (CC.70)

G 9.0$ 97.E6$ 49.06$ C.7C$ 67.299$ C40.$

R 0.E0C 0.4C4 0.264 0.27E 0.E2 0.02

N C40 C40 C40 C40 C40 C40

$ Sini+int t p J 0.0C, $$ Sini+int t p J 0.0


14/23

2'#ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

%1le 4 reel' t&t t&e e++et o+ o&in on emploee per+ormne i'

po'itie n! 'tti'till 'ini+int t C3 leel o+ 'ini+ine. %&e'e re'ult'

re l'o 'upporte! 1 ir/ptri/ (2006), Arl et al. (2006) n! 8llinei

et al. (200E). An! t&e 'ue't t&t 'uperi'or o&in i' po'itiel

''oite! it& emploee' :o1 'ti'+tion n! per+ormne.

%&e e++et o+ trinin n! !eelopment on emploee per+ormne i' l'o

po'itie n! 'tti'till 'ini+int t C3 leel o+ 'ini+ine. %&e'e re'ult'

re l'o 'upporte! 1 Ru''ell et al. (C9) n! n (200E). n

'ue't' t&t it i' top &o ie +uture to 1uil! ompetenie' mu't !eelop

' to !eelop emploee' n! &e +urt&er !i'u''e' &i' 'trteie' to trinin

to inre'in ompetenie' n! ornitionl mem1er' n !eelop t&e

reuire! /no &o n! e*perti'e. Similrl empoerment i' l'o

'tti'till 'ini+int t C3 leel o+ 'ini+ine n! it i' l'o 'upporte! 1

?erli' n! %erio'/i (200E) ' t&e i!enti+ie! in t&eir or/ t&t

empoerment le!' to reter leel o+ emploee ell 1ein &i& re'ult' in

'uperior per+ormne leel'.

rtiiption i' l'o 'tti'till 'ini+int t C3 leel o+ 'ini+ine

n! t&e reltion'&ip o+ prtiiption n! emploee per+ormne i' l'o +oun!

'ini+int 1 Wner III (C994). In &i' 'tu! !i'u'' t&t prtiiption &'

po'itie e++et on emploee 'ti'+tion n! emploee per+ormne &oeer

it i' not lone +tor !eterminin per+ormne. W&i& i' l'o 'een in t&i'

'tu! t&t eer +tor ple' 'ini+int impt on emploee per+ormne

&oeer t&eir olletie impt ple' more 'tron reltion'&ip.

=eletion i' l'o 'tti'till 'ini+int t C3 leel o+ 'ini+ine n!

it' impt on emploee per+ormne n! i' l'o +oun! 'ini+int 1 ;uir

(C99). e 'ue't' t&t e++etie !eletion in 1ot& !iretion' &elp'

'uperi'or' to p lo'e ttention to emploee' to 'trent&en t&em.

In %1le 4 rere''ion nl'i' o+ ri1le' o+ le!er'&ip !eelopment

&e 1een !i'u''e! 'eprtel n! om1ine! e++et o+ ll t&e ri1le' into

one le!er'&ip !eelopment i' nle! it& emploee per+ormne to

me'ure t&e om1ine! e++et o+ t&e inten!e! 'tu!. %&e e'timte! rere''ion

nl'i' o+ t&e le!er'&ip !eelopment n! emploee per+ormne i' l'o

'tti'till 'ini+int. It i' o1'ere! t&t le!er'&ip !eelopment &' m*imum impt on emploee per+ormne. It n 1e o1'ere! +rom t&e

+olloin t&t t&e G-'tti'ti K 0.92 i' 'ini+int t p J 0.0 &i& men'

t&t le!er'&ip !eelopment e*plin t&e rition in emploee per+ormne.

R 'ure '&o' 0.0, pJ 0.0C proportion o+ rition in t&e !epen!ent

ri1le e*pline! 1 t&e rere''ion mo!el. %&e oerll &pot&e'i' o+


15/23

2'% Pakistan Economic and Social Review

le!er'&ip !eelopment n! emploee per+ormne i' &ene 'tti'till

'ini+int n! i' l'o 'upporte! 1 eter'on' n! @ut&n' (200E).

HYPOTHESIS TESTIN"

%&e &pot&e'i' te'te! 'tti'till re !i'u''e! 'eprtel ' +ollo'5

H41(t)s*s H La-rs)*1 D/0(1+t T((0 C(ac)*+,!

a+- E10(4 Pr5(ra+c

%&e preiou'l mentione! orreltion re'ult' reel t&t t&ere i' 'ini+int

reltion'&ip 1eteen o&in n! emploee per+ormne, i.e. ( rK 0.49).

%&ere+ore, t&e &pot&e'i' i' 'upporte!. Gurt&er o&in n 1e nle!C

+rom rere''ion nl'i' 'ini+int it& Bet lue 7.7C4 t tK 7.7C4 n!

t&e R'ure lue o+ o&in n! emploee per+ormne i' 0.E0C

'ini+int t pJ 0.0C. A' mn re'er&er' &e lre! 'tu!ie! t&e

'ini+ine o+ t&e o&in on emploee per+ormne. >o&in i'onerne! it& retin on!ition &ere people n per+orm to t&e 1e't o+

t&eir 1ilit, l'o o&in &elp' people to !opt &ne ne 1e&ior', n!

'/ill' n l'o 1e !eelope! t&rou& o&in (&ilip', C99).

%&ere oul! 1e mn re'on' +or o&in 1ut mo'tl it i' per+orme! in

ornition' to 'ole mo't o+ t&e pro1lem' mon t&e emploee' n!

+ul+ill +e purpo'e' +or in'tne o&in i' proi!e! to emploee' in or!er

to let t&em /no &t i' e*pete! +rom t&em, &o !o not +eel tru'te!, &o

!o not et enou& ppreition, n! to t&o'e &o re not ettin t&e reer

!eelopment t&e nt (Wil'on, 2004). >o&in i' 1out !eelopinin!ii!ul' 1 inre'in t&eir 'el+-e'teem t&rou& improe! per+ormne,

not +er o+ +ilure (otter, C994).

H41(t)s*s H La-rs)*1 D/0(1+t T((0 Tra*+*+, a+-2

D/0(1+t a+- E10(4 Pr5(ra+c

%&ere i' po'itie n! &i&e't reltion'&ip o+ %rinin n! =eelopment

on 8mploee er+ormne ' ompre! to t&e ot&er ri1le' it&

orreltion lue rK 0.644 n! t&ere+ore t&e &pot&e'i' i' l'o proe!.2

Gurt&er t&e rere''ion nl'i' i' l'o in!ite 'ini+int reltion'&ip it&

R'ure K 0.4C4 n! G-'tti'ti K 97.E6, pJ 0.0C. %&ere+ore impt o+trinin n! !eelopment on emploee per+ormne i' not onl 'ini+int

1ut 'tu!ie' proe t&t it l'o inre'e' o1 Sti'+tion n! ommitment

tor!' t&e ornition. It n 1e 'een +rom t&e re'er& on!ute! t&t

trinin trn'+er i' more li/el to inre'e per+ormne, :o1 inolement, n!inre'e' motition to lern n! trn'+er (Vel! et al. , 2007).


16/23


17/23

2'6 Pakistan Economic and Social Review

H41(t)s*s H La-rs)*1 D/0(1+t T((0 D0,at*(+&

a+- E10(4 Pr5(ra+c

%&e le!er'&ip !eelopment tool !eletion i' l'o proe! po'itie it& t&e

orreltion rK 0.7E n! rere''ion nl'i' n 1e nle! it&

R'ure K 0.E2, G-'tti'ti K 67.299, pJ 0.0C n! t&ere+ore t&e &pot&e'i' i' l'o proe!. =eletion n 1e e*eri'e! &en t&e emploee' po''e''

pproprite '/ill', n! it& !eletion n in!ii!ul i' l'o re'pon'i1le n!

ount1le (otter, C994). %&e 8mploee' &o proe more /nole!e i'

li/el to 1e !elete! more ("u/l, Gu, C999).

H41(t)s*s H La-rs)*1 D/0(1+t a+- E10(4 Pr5(ra+c6

%&e entire &pot&e'e' 'ue'te! erlier &e 1een proen n! !i'u''e!

1oe. %&ere+ore t&i' le!' to t&e 'upport o+ t&e oerll &pot&e'i' o+ t&e

'tu!, i.e.t&ere i' po'itie reltion'&ip 1eteen le!er'&ip !eelopment

n! emploee per+ormne. A+ter 'tu!in t&i' reltion'&ip on ornition'opertin in /i'tn it ' !i'oere! t&t le!er'&ip !eelopment

ontri1ution in term' o+ o&in, trinin n! !eelopment, empoerment,

prtiiption n! !eletion ' ppro*imtel 03 tor!' emploee

per+ormne.

otter (200C) '' t&t ornition' nee! to !eelop t&eir pitie' to

e*eri'e t&e le!er n! 'ue''+ul ornition' !ont it +or t&e le!er' to

ome. %&e 'ee/ +or potentil le!er' n! e*po'e t&em to e*periene' n!

nurture t&em to pl t&eir importnt role ' le!er n! !eelop ulture to

rete le!er' +or t&e ornition.

#rnition' mu't reonie t&t &t t&e re !oin in or!er to rete

&i& per+ormin enironment (8). A' 8 reole' roun! t&e e*pete!

per+ormne +orm t&e emploee', proi!e on'trutie &llene t&t people

n 'uee! on, &i& per+ormne 1elie+' n! ttitu!e' n! mn more

outome'. %&ere+ore, t&e ornition mu't reonie t&e le!er'&ip

re'pon'i1ilit n! le! n! !elier &i& per+ormne (one', 200).

IV. CONCLUSION%&e 'tu! ' ime! to e*mine le!er'&ip !eelopment on emploee

per+ormne n! t&e 'tu! 'upport' 'tron po'itie reltion'&ip 1eteent&em. Grom t&e 'upporte! mteril n! re'ult' o+ t&e 'tu! it i' onlu!e!

t&t mner mu't po''e'' le!er'&ip '/ill' to per+orm ell n! meet

per+ormne 'tn!r!' !e+ine! 1 t&e ornition. oeer it i' l'o /non

t&t &umn re'oure !oe' not po''e'' +ull 1len! o+ ompeten to per+orm,


18/23

2'7ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

&en t&e re in!ute! !urin 'eletion proe''. %&i' 'tu! ' on!ute!

on'i!erin +ie +tor' o+ le!er'&ip !eelopment, i.e.o&in, trinin

n! !eelopment, empoerment, prtiiption n! !eletion n! t&e

om1ine! e++et o+ t&e'e +tor' in+luene' emploee per+ormne it& 03.

oeer, re't o+ t&e 03 ontri1ution tor!' emploee per+ormne ot&er

t&n le!er'&ip !eelopment +tor' n 1e re'ult o+ ot&er +tor' 'u& ',

ttitu!e, ommitment, motitionl +tor', n! tru't in t&e ornition, n!

ot&er +tor' 'u& ' ompen'tion, rer! n! 1onu'e' et. n l'o

inre'e t&e emploee per+ormne.

%&e entire 'i* &pot&e'e' e't1li'&e! to on!ut t&e 'tu! re epte!

n! re po'itiel relte! to emploee per+ormne. %rinin n!

!eelopment &' 'trone't impt mon ll t&e ri1le' o+ le!er'&ip.

8mpoerment &' po'itie impt 1ut '&o' le'' impt ' ompre! to +ie

ri1le'. oeer, t&e +ie ri1le' olletiel ' le!er'&ip !eelopment

+tor' proe 'neri e++et n! inre'e t&e oerll emploee

per+ormne. Sine ll t&e ri1le' o+ le!er'&ip !eelopment l'o pre'ent

n in!epen!ent iepoint ' ell, t&e m not 1e or/in onurrentl 't&e m 1e e*eri'e! or!in to ornitionl reuirement. Gurt&er

'eein t&t o&in i' t&e proe'' &i& !el' it& t&e pro1lem 'olin'itution +e! 1 n emploee n! trinin n! !eelopment !el' it&

/nole!e n! lernin o+ or/ proe!ure' nee''r to per+orm on :o1.

oeer empoerment, prtiiption n! !eletion re onl e*eri'e!

&en t&e emploee' &e 'u++iient '/ill' n! pre'ent t&e potentil. %rinin

n! !eelopment i' m:or prtie in /i'tn n! m:orit o+ t&e

ornition trin t&eir emploee' 1e+ore n! een !urin :o1. %rinin n!

!eelopment n 1e u'e! to e++etiel inre'e t&e lernin n! m/e u'e o+

!eelope! '/ill' !urin pro1lem 'olin. %&ere+ore it n 1e nle! t&t ll

t&e +tor' pree!e or 'uee! e& ot&er. An! t&eir om1ine! e++et

in+luene' t&e emploee per+ormne n! i+ t&e re properl plnne! t&en

t&e'e +tor' n re'ult' into &i& per+ormne 1 t&e emploee' n!

olletiel re'ultin into ornitionl per+ormne.

#rnition' mu't 1e lere! 1out t&e lernin reuirement o+ t&e

emploee'. %&ere+ore 1ot& mner' n! emploee' mu't oll1orte

e++etiel n! ommunite t&e reui'ite +or per+ormne. Gor in'tne i+

trinin n! !eelopment 'e''ion i' ornie! t&en it mu't 1e rrne! n!

!e'ine! or!ion to t&eir nee! to en&ne t&eir p1ilit to per+orm.

Similrl o&in mu't l'o 1e proi!e! to p'' t&e nee''r /nole!e

n! ui!ne to t&e lerner.


19/23

2'' Pakistan Economic and Social Review

LIMITATION OF THE STUDY

W&ile on!utin t&i' 'tu! it i' i!enti+ie! t&t it m/e' lot o+

ontri1ution' 1ut it &' limittion' ' ell. %&i' 'tu! eliminte' t&e oun

in!ii!ul' &o &e reentl omplete! t&eir +inll !eree' n! ere on

:o1 +or le'' t&n Cer time perio! n! ere not on'i!ere! +or t&e 'mpleroup. %&e re'on +or not on'i!erin t&em ' t&t mo't o+ t&e +re'&

:o11er' ere not trine! 1e+ore :o1 n! i+ +e o+ t&em &e 1een proi!e!

'u++iient trinin 1e+ore pur'uin t&eir :o1 po'ition t&en, t&e ere not

!elete!, empoere!, or prtiipte! in !ei'ion m/in ' t&e &! little

or no :o1 e*periene.

FUTURE RESEARCH

%&i' 'tu! !iretl +ou'e' on t&e le!er'&ip +tor' n! it' in+luene on

emploee :o1 per+ormne. oeer, t&e !e'in n! implementtion re not

'tu!ie! t&ere+ore t&i' 'tu! n 1e +urt&er en&ne! to e*plore t&t &ole!er'&ip !eelopment prorm' n 1e 'trteill !e'ine! n! line!

it& ornitionl ol' to meet t&e !e'ire! per+ormne. A' le!er'&ip

!eelopment i' +orm o+ ine'tment tor!' t&e emploee' to improe

pro!utiit, t&ere+ore t&i' 'tu! n l'o 1e per+orme! /eepin in ie t&e

!etil' o+ e& ri1le &i& n 1e +urt&er e*plore! in term' o+ Return on

ine'tment on &umn pitl, inre'e in ommitment, or impt on

intelletul '/ill' o+ emploee'.

%&i' re'er& n 1e +urt&er e*plore! in term' o+ p'&oloil +tor'

o+ inole! in o&in, trinin n! !eelopment, prtiiption,empoerment n! !eletion 'u& ' t&eir e++et on ttitu!e, 1e&ior.

8mploee pereption o+ le!er'&ip !eelopment n! it' impt on emploee

per+ormne n 1e me'ure!. #rnition' n l'o un!er'tn! t&e

importne o+ le!er'&ip !eelopment 1 !eelopin +ee!1/ ''tem '

ell . Anot&er 'pet o+ +uture 'tu! i' t&t t&i' 'tu! n 1e per+orme! in

term' o+ le!er'&ip 'tle n! per+ormne ppri'l u'in E60 !eree

+ee!1/. Al'o t&i' 'tu! n 1e en&ne! to 'ee t&e role o+ le!er'&ip

!eelopment to rete lernin ornition' in /i'tn.

Ginll onlu!in t&e &ole re'er& on!ute! it i' +oun! t&tle!er'&ip !eelopment prorm' re &i&l e++etie prorm &i& '&oul!

1e plnne! n! implemente! 1 ornition to run le o+ inre'in

'/ill' in emploee' to inre'e per+ormne. W&i& in turn' inre'e t&eir

olletie per+ormne, n! t&i' +urt&er re'ult ' ornition pro!utiit

rot& n! per+ormne.


20/23

2'9ABBAS n! "AQ##B5 Effect of Leadership Development in Pakistan

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8 ABBAS Effect of Leadership Development