IMPACT OF LEADER BEHAVIOR ON EMPLOYEE PERFORMANCE INAPPAREL INDUSTRY IN SRI LANKA, WITH SPECIAL TO A SELECTED REFERENCE APPAREL ORGANIZATIOI\ IN AMPARA

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.