Abstract:
This study aimed to investigate the impact of leader behavior on employee performance
in the apparel industry in Sri Lanka, focusing on a selected apparel organization in
Ampara. The research objectives were to identify specific leader behaviors exhibited
by managers, examine how these behaviors affect employee performance, and provide
recornmendations for improving employee work performance. A quantitative, cross sectional
survey design was employed using a sample of 291 employees drawn from a
population of 1,200 employees using convenience sampling. Data was collected using
a structured questionnaire adapted from the Multifactor Leadership Questionnaire
(MLQ and analyzed using descriptive statistics, correlation, and regression analysis
using SPSS software version 25
The results revealed that transformational and transactional leadership behaviors,
particularly individualized consideration, inspirational motivation, and intellectual
stimulation, had a significant positive impact on employee performance. The findings
supported all seven hypotheses, indicating strong positive relationships between leader
behavior dimensions and employee performance. This study contributes to the
theoretical understanding of leadership and employee performance in the apparel
industry, validating the applicability of transformational and transactional leadership
frameworks in the Sri Lankan context. The findings have practical implications for
organizations seeking to enhance leader behavior and employee performance through
leadership development programs, performance management systems, and a culture of
continuous learning and innovation. The study was conducted in a single apparel
organization in Ampara, Sri Lanka, which may limit the generalizability of the findings
to other organizations or geographical contexts. Future research could replicate the
study in different apparel organizations and regions to assess the robustness of the
findings. Additionally, the study relied on self-report measures of leader behavior and
employee performance, which may be subject to social desirability bias. Employees
may have provided responses that they perceived to be socially acceptable or desirable,
rather than their true opinions or experiences. Future research could incorporate
objective measures of employee performance, such as productivity metrics or
supervisor ratings, to corroborate the self-report data.
