The Perceived Leadership Style

on employee performance and

organizational commitment
among BPO industry employees

EST IL O N G , VA L ER IE M .
MATEO , MA RY GR A C E G.
PU SO N , J ESSA S.
Chapter 1: The Problem and its Setting
Background of the study
The point of view on our research was to were challenged to
examine and determine the relationship of Perceived
Leadership Style on employee performance and organizational
commitment among BPO industry employees. This study is
aimed to determine what is the perceived leadership style that
BPO companies should embrace to strengthen employee’s
performance and organizational commitment. It is also to attest
the effectiveness of the said styles and distinguish which one
suits BPO companies best.
Statement of the Problem
1. What is the perceived leadership style of the supervisors or
manager in BPO industry? In terms of:
1.1 Transformational Leadership
1.2 Transactional Leadership
1.3 Authoritative Leadership
1.4 Laissez-faire Leadership
2. What is the level of employees’ performance among the employees of
BPO industry?
3. What is the level of organizational commitment among employees of
BPO industry? In terms of:
3.1 Affective Commitment
3.2 Normative Commitment
3.3 Continuance Commitment
4. Is there a significant relationship between perceived
leadership style on employee performance and organizational
commitment?
Null Hypothesis
HO: There is no significant relationship in perceived
leadership styles between employee performance and
organizational commitment.
Theoretical Framework
PATH-GOAL THEORY OF LEADERSHIP

Martin Evans (1970) and then further developed by

(House & Mitchell, 1974) States that motivation is a
vital part of leadership and plays a major role within the
Path-Goal Theory of Leadership.
Vroom’s (1964) An individual will act in a certain way based on
the expectation that the actions are going to be followed by a
given outcome and on the attractiveness of the outcome to the
individual.
Northouse (2013) A method which leaders choose specific
behaviors that are best suited to the employees and the
working atmosphere so that they will best guide the employees
through their path in the obtainment of their daily work activities
or goals.
 Conceptual Framework
INDEPENDENT VARIABLE DEPENDENT VARIABLE

• LEADERSHIP STYLE - Employee Performance

- Organizational Commitment
Review of Related Literature
Leadership
As mentioned by Warrilow, (2012) He/she pay attention to
the concern and developmental needs of individual followers;
they change followers’ awareness of issues by helping them to
look at old problems in a new way ; and they are able to
arouse, excite and inspire followers to put out extra effort to
achieve group goals.
Transactional Leadership
According to Hargis et al (2001) Transactional Leadership, also known as
managerial leadership focuses on the role of supervision, organization,
and group performance
Autocratic leadership
According to Dessler & Starke (2004) when faced with the need to
provide a decision, an autocratic leader is one who would come up with a
solution for the entire group on their own.
Laissez-faire leadership
According to Dessler & Starke, 2004. Laissez-fair approach to
leadership is the idea that the participants should be able to
work problems out and make their way through an expedition
without too much extra guidance.
Employee performance
Organizational commitment
Affective commitment
Employees’ emotional attachment to organization, identification with
organization and involvement in organization. Employees, who have
strong affective commitment, stay in the organization because they want
to therefore; this form of commitment is based on desire (Allen & Meyer,
1990).
Normative commitment
A person’s feelings of obligation to stay with the organization. In other
words, employees remain in the organization because they ought to do
so. (Allen & Meyer 1990, Markovits, Boer & van Dick 2013).
Continuance commitment
Commitment based on the costs that would occur if the person left the
organization. Therefore, people having high continuance commitment
stay in the organization because they need to. (Allen & Meyer (1990),
Meyer & Herscovitch, (2001), Garcia-Gabrera & Garcia-Soto (2012).
Significance of the Study
Call Center Agents.
It will lead to satisfies, motivated and more skilled
employees and also it will lead to an optimistic, open work
environment and encourages activity.
Leader.
To be an effective leader you will use your strength and counteracting your
weaker areas. Your style defines your values and perspective and being
aware of it will aid your communication those you work with.

Organization.
In an organization, they are able to motivate work groups to achieve all the
goals for that group and thus improve the overall quality of workplace and
experience for all the employees.
Definition of Terms
Leadership Styles. Refers to the behaviors used to interact
with their employees. It covers everything including how they
motivate, give directions, accomplish goals and empower their
team.
Employee Performance. Refers to when managers conduct
employee performance appraisals, implement training and
development programs and decide when to promote and
reassign employees.
Definition of Terms
Organizational Commitment. Refers to individuals behind
psychological attachment to the organization. The basis behind
these many studies was to find ways to improve how workers
feel about their jobs so that these workers would become more
committed to their organization. It predicts work variables such
as turnover, organizational citizenship behavior, and job
performance.
CHAPTER 2: Method
Research Design
 A quantitative research
 Descriptive – correlational research design
Research Respondents
 BPO industry employees (call center agents)
 a target number of 200 participants
 Convenience Sampling
Research Instrument
3 parts of questionnaires will be used
 Part A: Leadership Styles
 Part B: Employee Performance
 Part C: Organizational Commitment
Data Gathering Procedure
Four steps

1. Asking permission to conduct the study

2. Administration of questionnaires to the respondents
3. Retrieval of the questionnaires from the respondents
4. Collation and validation of data
Statistical Treatment of Data
 SPSS
 Mean
 Standard Deviation