Impact of Leadership style on Employee Performance: A case study of HSBC

This dissertation explores the impact of leadership style on employee performance at HSBC. It includes a literature review, research methodology, findings and analysis, and recommendations for improving leadership and employee performance.

Running head: DISSERTATION
The Impact of Leadership style on Employee Performance: A case study of HSBC
Name of the Student
Name of the University
Author Note

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Executive Summary
The study throws light on the domain of Leadership and Employee performance. The key
objective of the research is to examine the manner in which the Leadership style has a strong
impression on the performance of the worker and also to determine the manner in which the
employee performs. The firm chosen for the analysis is the HSBC Bank. The study has followed
a comprehensive outline whereby the different chapters are the Introduction which lays down the
research Questions and the objectives, the Review of Literature which offers a critical analysis of
the studies taken previously and offer a theoretical background, the Research Methodology
chapter which throws light on the various data analysis and collection procedures taken and the
fourth chapter which discusses the results of these analysis performed using a survey collected
from 150 employees of HSBC. The last chapter recaps the study and has offered certain
recommendations based on the same.

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Table of Contents
Chapter 1: Introduction....................................................................................................................6
1.0 Overview................................................................................................................................6
1.2 Background of the subject.....................................................................................................6
1.3 Problem statement.................................................................................................................8
1.4 Research aim..........................................................................................................................9
1.5 Research Objectives...............................................................................................................9
1.6 Research Questions..............................................................................................................10
1.8 Research Rationale..............................................................................................................11
1.9 Structure of the Paper..........................................................................................................12
Chapter 2: Literature review..........................................................................................................14
2.1 Overview..............................................................................................................................14
2.2 Leadership styles.................................................................................................................14
2.2 Approaches to leadership.....................................................................................................19
2.3 Factors affecting leadership styles.......................................................................................20
2.4 Employee performance........................................................................................................23
2.5 The importance of Performance..........................................................................................24
2.6 Factors affecting the performance.......................................................................................26
2.7 The conceptual Framework.................................................................................................31

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2.8 Summary..................................................................................................................................31
Chapter 3: Research Methodology................................................................................................32
3.0 Overview..............................................................................................................................32
3.1 Research Outline..................................................................................................................32
3.2 Research Philosophy............................................................................................................33
Justification of the research philosophy chosen.....................................................................33
3.3 Research Approach..............................................................................................................33
Justification of the research approach chosen........................................................................34
3.4 Research Design..................................................................................................................34
Justification for the research design chosen...........................................................................35
3.5 Research Strategy................................................................................................................35
Justification for the research Strategy chosen........................................................................36
3.6 Sampling technique.............................................................................................................36
Justification for the Sampling technique chosen....................................................................36
3.7 Data collection.....................................................................................................................37
Justification for the Data collection method chosen..............................................................37
3.8 Data analysis........................................................................................................................37
Justification for the Data analysis method chosen.................................................................38
3.9 Ethical considerations..........................................................................................................38
3.10 Accessibility issues............................................................................................................39

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3.11 Summary............................................................................................................................39
Chapter 4: Findings and Analysis..................................................................................................40
4.1 Overview..............................................................................................................................40
4.2 Descriptive Analysis............................................................................................................40
Normality Test...........................................................................................................................50
4.3 Inferential Statistics.............................................................................................................51
Reliability Test...........................................................................................................................52
Correlation.................................................................................................................................53
Regression..................................................................................................................................58
4.4 Hypothesis Testing..............................................................................................................61
4.5 Findings...............................................................................................................................61
4.6 Discussion............................................................................................................................62
4.7 Summary..............................................................................................................................64
Chapter 5: Conclusion...................................................................................................................65
5.1 Overview..............................................................................................................................65
5.2 Linking to Objectives..........................................................................................................66
5.3 Recommendations................................................................................................................67
5.4 Future scope.........................................................................................................................68
5.5 Limtations of the study........................................................................................................68
References......................................................................................................................................70

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Appendix........................................................................................................................................77
Questionnaire.............................................................................................................................77
Normality...................................................................................................................................83

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Chapter 1: Introduction
1.0 Overview
The study pursues to investigate into the impact of the leadership style which is generally
practiced in an organization and the influence which it has on the overall worker performance.
The study aims to find the impression of the diverse leadership styles such as the autocratic,
democratic and participative style on the manner in which the diverse employees perform in an
organization (Adler & Reid, 2008). The first section is the Introduction chapter and it will throw
light on the overall manner in which the different leadership style reflects on the overall manner
in which the diverse employees perform in an organization. The chapter will lay down the
overall background of the subject, lay down the Research aim and related objectives and
additionally seek to define the significance of the study. With reverence to this, the edifice of the
paper shall also be offered accordingly.
1.2 Background of the subject
The Leadership can be considered to be an essential area of management which occupies
a central position in the daily lives of the different employees. An organization needs a leader
and in orientation to this, it is integral that the success of a group or an organization is greatly
dependent on the leader’s ability to hold power deliberately and to take advantage of the
opportunistic situation (Akor, 2014). Very often there exists a problem with reverence to the fact
that, the behavior undertaken within the context of a firm can influence the manner in which the
organizational members behave. Hence, the leadership needs to confirm that the quality of work
in an organization can be influenced to a great extent and in orientation to this, the leadership

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tends to include the source of influences which are built into the positions of the firm`s overall
hierarchy.
All organizations need some kind of influence in their working employees as it tends to
guide the different members and encourages them to perform considerably well. However, very
often a certain leadership style is more suited to a particular employee and some other leadership
style is suited to some other economy (Akram et al. 2012). In line with this, the leader has a
decisive role to play and it is in their hands to confirm that the innovative response is offered to
the leaders and that the employees are able to attain and achieve their overall objectives.
However, the role of a leader is not limited to comprehending the manner in which the different
employee groups are required to be influenced but instead also has an impact on the manner in
which an individual puts in certain effort in their work and lies to achieve collective goals and
responsibilities (Alghazo & Al-Anazi, 2016). Hence, the role of a manager needs to be dynamic
in nature and it is the goal of the manager to confirm that depending on the various requirements
of the firm, the leadership style is adapted accordingly.
Employee performance can be considered to be a multidimensional constructive which is
aimed at achieving results which are appropriate have a strong link to the strategic goals of a
firm. Hence, according to Ali (2012), Leadership styles at the workplace often have an influence
on the performance of the staffs and in line of this, the different leadership styles which the
leaders are exposed to the organization can be understood to be the Autocratic, Democratic,
Laissez faire and the Transactional Leadership style. The presentation of the employees can be
understood to be a relevant concern for the different individuals who are present in the business
environment and in orientation to this, it is integral for the firm to see to it that the overall
management deeply relies on the correct leadership style of the organization (Amanchukwu,

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Stanley & Ololube, 2015). In orientation to this, a leader is considered hugely responsible to
manage the performance of the employees and seeing to it that this can be aligned accordingly
with the demands of the various customers as well. Therefore, it is in orientation to this aspect
that the study seeks to establish various ways in which the researcher aims to find the manner in
which the leadership styles can be fundamentally linked with the performance of the employees
at the HSBC Bank.
1.3 Problem statement
The employee performance largely comprises of the defined duties, meeting deadlines,
the team input and achievement of the overall departmental goals. In line of this, it is decisive for
all the firms functioning in the competitive business environment to be able to determine the
sound leadership style which comprises of the various corporate approaches, authoritative
approaches and the laissez faire approach to the concept of leadership. In various organizations,
there often exists a friction between the different employees in regard to the roles and
responsibilities and the firms are often witnessed by internal politics as well. According to
Anbazhagan & Kotur (2014), the authoritative leadership tendencies often serve as a breeding
ground for degraded renovation, declining commitment and very poor chemistry which will have
a great impact on the ability of the employees to perform adequately and thereby impact the
ability of the organization to perform considerably well. A lack of strategic inventions from the
side of the leadership will thereby lead to a drop in the performance of the leaders. Hence, the
primary goal of the study can be stated to be the establishment of the various leadership styles so
as to determine how the performance is reflected by each leadership style and the manner in
which flexibility can be brought about in this domain so as to enhance the performance of the
employees (Ansari, Ahmad & Aafaqi ,2004). There have been certain instances of problems

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associated with Leadership style at HSBC and hence, the study aims to find the manner in which
the Leadership style at the bank impacts the employee performance.
1.4 Research aim
The research aim can be defined as the overall objectives and goal of the investigation.
The establishment of the research aim assists in ensuring that the research is efficaciously able to
stick to the primary topic related to the research. In addition to this, it is integral for the
researcher to certify that the research aim which is laid out for the determination of the study can
be understood be realistic as well. The research aim which has been set out for the purpose of the
study can be understood to be to find the impact of leadership style on the performance of the
different employees. The study will focus towards highlighting the manner in which the
performance of the employees can be improved to a great extent by recommending ways in
which the changes can be brought about in the leadership.
1.5 Research Objectives
The research objectives which have been set out for the resolution of the study can be
stated to be as follows:
 To comprehend the concepts of Leadership and employee performance
 To throw light on the various leadership styles which are available
 To analyze the manner in which the leadership style at HSBC has an impact on the
employee performance
 To find the relationship between employee performance and the leadership style at HSBC
 To offer recommendations with reverence to the manner in which the leadership style and
the employee performance can be improved at HSBC

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1.6 Research Questions
The various research questions which have been fundamentally identified for the research
can be stated to be as follows:
 What are the concepts of Leadership and employee performance?
 Which leadership styles are available to the managers?
 What is the manner in which the leadership style applied at HSBC has an impact on the
employee performance?
 What is the relationship between employee performance and the leadership style which is
applied at HSBC?
 What recommendations can be offered with reverence to the manner in which the
leadership style and the employee performance can be improved at HSBC?
1.7 Research Hypothesis
The Research Hypothesis is a clear and specific testable scheme or an analytical
statement which is mentioned about the overall conceivable result of a scientific research which
is based on a collection of a particular population which helps in the determination of the
relationship which exists between the different variables. The research hypothesis which has
been set out for the resolution of the assessment can be taken to be as follows:
Independent variable: Leadership styles
Dependent variable: Employee performance
Alternate Hypothesis (H1): The Leadership style has a strong impact on the Employee
Performance at HSBC

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Null Hypothesis(H0): The Leadership style does not have a strong impact on the employee
performance at HSBC
1.8 Research Rationale
The reason why the particular study is being carried out is so as to comprehend the
manner in which the leadership has a key role to play in the domain of organization
management. The leadership can be fundamentally viewed as a weapon in the organization
which can be used to increase the productivity of the organization. The leaders have a very
strong influence on the overall productivity of the firm and hence, with reverence to this, it
becomes considerably integral for the firm to confirm that, the leader has a positive influence on
the general performance of the firm which has been chosen as the HSBC.
Therefore, through the particular study, an organizational framework will be
recommended for the firm which will assist in ensuring that the right kind of leadership style is
taken for the purpose of the organization success and the improved performance of the
employees (Arham, 2014). The study has been developed with the intended objective of
investigating into the fact whether the performance of the employee is greatly impacted by the
leadership style. The study also aims to subsidize to the knowledge base and strengthen the
overall management and employee relationship. Moreover, it intends to offer the right intention
to the firms which will assist them in improving the overall production and performance so as to
confirm that the organizational objectives can be attained efficaciously.
1.9 Structure of the Paper
The research report will be presented in the form of a dissertation and with reverence to
this, the following structure of the paper can be stated to be adequate for the research.

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Chapter 1: The first part can be understood to be the Introduction chapter. The introduction
chapter will outline the different objectives which the paper has set out for itself and additionally
will lay down the manner in which the study has to be achieved efficaciously and the hypothesis
which has to be set for the purpose of the paper.
Chapter 2: The second section is based on the Literature Review relating to the topic and will
fundamentally discuss and critically analyze the overall concepts linked to the Leadership styles
and the concept of Employee performance. This shall help in the identification of the different
theories relating to the Leadership styles and the manner in which Leadership can contribute
towards improving employee performance.
Chapter 3: The third section of the study will highlight the manner in which the research
techniques have been selected for the determination of the study. The research techniques can be
understood to be various research methodology tools which are fundamentally outline of the
study. In line of this, the justification for each of the research systems taken shall be outlined.
Chapter 4: The fourth subdivision is the findings and the analysis can be understood to be the
primary chapter of the study whereby the data which has been collected shall be interpreted and
analyzed in agreement with the hypothesis and the objectives of the study. This shall assist in
ensuring that the research questions which have been set for the study can be examined
efficaciously.
Chapter 5: The latter chapter is the conclusion chapter whereby the study will be summarized,
and the outcomes shall be linked with the objectives of the study. In line with this, the conclusion
will assist in verifying whether the research questions were answered in the correct manner.

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Chapter 2: Literature review
2.1 Overview
The Literature review forms an essential part of the Research Project as it contributes
towards comprehending the manner in which the different authors have presented their overall
research in the field and also assists in determining the different gaps as present in the domain of
Literature. Therefore, the ultimate focus of the review of literature will lie on comprehending the
concepts of Leadership Styles and the Employee performance. The various Leadership styles
will be fundamentally discussed along with a discussion of the factors which affect the
performance of the employees and the choice of Leadership styles.
2.2 Leadership styles
The leadership can be understood to be a way a senior manager guides the various
employees who are existing in an organization and see to it that they are efficaciously able to
meet their overall goals and objectives (Armstrong, 2014). The leadership panache is the way the
leader tends to offer the direction, motivate the different employees and implement the plans of
the organization. In this section the different leadership styles shall be analyzed so as to
comprehend how it affects the organization
Autocratic Leadership styles
The autocratic leadership can be understood to be the leadership style whereby the
employee engagement can be understood to be null and it is the duty of the leader to confirm that
they are efficaciously being able to take the various decisions which may influence the
organization in the long run (Babatunde, 2015). The leader decides to tell the employees what

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they should be doing and the way they should be carrying out the various procedures of the
organization. In case, short time decision must be made it is critical that this leadership style is
taken. The autocratic leadership style should just be undertaken in in cases where the
organization aims to confirm that it is efficaciously being able to carry out a different decision
without the participation of the employees. In other scenarios, it is critical for them to adopt
another leadership style (Benjamin, 2015).
The autocratic leadership style can be understood to be the classical approach of the
leadership whereby a manager tends to retain as much as power as possible within the scope and
the workers are not allowed to give any input. In addition to this, the employees are also simply
expected to take in orders without any valid explanation. Therefore, it must be understood that
the motivation environment of the workplace is created with a set of rewards and the
punishment. In line of this, it must be unspoken that the leaders with this style have been
criticized since the last few years and lead to a high turnover and absenteeism in the
organizations.
The Gen X employees is resistant towards this management style. The employee and
employer trust are largely missing in the scenario. However, this leadership style cannot be
stated to be a large disappointment because, it is the greatest effective leadership styles to use in
certain scenarios (Bhatti, 2012). The style can be understood to be largely effective in areas
whereby, the employees are comparatively new, and they will be requiring adequate vision so as
to confirm long term success. Moreover, when the work needs to be harmonized with another
department, the application of the style becomes increasingly critical (Coyle-Shapiro , 2013).
Another disadvantage of this leadership style can be the fact that, no freedom of choice is offered
to the diverse employees and the self-confidence of the employees is not boosted at all.

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Participative or democratic leadership style
According to Dalluay & Jalagat (2016), in this leadership style the leader is required
include one or more employees in the overall decision-making procedure, but the final decision-
making power remains in the hands of the leader. This style is taken when the leader aims to
engage in their opinions of the different employees to carry out a procedure. However, the final
authority always lies with the leader. When the leaders use this style, it is not taken to be a sign
of weakness but to be a sign of strength (Ejimabo, 2015). This leadership style can be understood
to be applicable in scenarios where a part of the information is available with the manager and
the other part is available with the employees and hence the combination of information may
lead to the welfare of the overall organization.
The democratic leadership style is often known as the participative style as it tends to
encourage the employees to take an active part in the decision-making procedure of the
organization (Etikan, Musa & Alkassim, 2016). The leader is very encouraging and tends to see
to it that the problem-solving responsibilities and the decisions are shared. The leader tends to
gather the information from the staff and then produce high quality and high quantity work. The
employees prefer receiving trust and they advocate with cooperation, high morale as well as the
team spirit.
According to Gastil (1994), the democratic leader tends to help the employees to
evaluate their personal performance and sees to it that, the employees are efficaciously able to
establish the goals on their own, get promoted and their achievements are largely encouraged.
However, there are certain scenarios whereby this democratic leadership style is not always
appropriate because it should not be used when the quick decision making is required to be

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undertaken, the decision making doesn’t concern the employees and other such scenarios. The
freedom of opinion is offered to the employees which makes it convenient for the firm to engage
in long term success.
Delegation Style of Leadership
The third leadership style which is largely used by the different managers can be
understood to be delegative leadership style. In this delegated leadership style, the leader allows
the employees to make complete decisions on their own, but the leader remains responsible for
the overall actions (Gharibvand, 2012). In this case the leader, does not interfere into the overall
working of the different employees and just remains of a visionary head. However, he remains
ready to undertake the responsibility of the employees. In this leadership style the leader is
required to see to it that the priorities must be set right and procedure of the task undertakes
properly. The leader is being blamed in case this leadership style fails to bring about the desired
results. Hurduzue (2015) states that this leadership style can be understood to be the non-
interference for the affairs of others.
The Laissez faire leadership style is often also known as the hands-off style whereby the
manager tends to offer little or no direction and offers the different employees with as much
freedom as possible. The authority remains in the hands of the employees and they are required
to determine the goals, make decisions and resolve the issues on their own. This style can be
understood to be highly effective in case where the employees are largely skilled, experienced as
well as educated (Igbaekemen, 2014). In addition to this, the leadership style is also convenient
in scenarios where the employees are trustworthy and experienced as well. However, the
managers need to avoid using this leadership style in scenarios where the employees feel

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insecure and in line with this, the manager will not be able to offer regular feedback which may
then lead to the lack of progress (Iqbal, Anwar & Haider, 2015). The entire decision-making lies
on the employees and hardly any preparation style is required.
The disadvantage in this scenario can be stated to be the fact that it is the least productive
of all the leadership styles which are present and little cooperation is present to motivate the
different employees. As the delegative leaders offer little or no support to the different members
of the firm, it must be understood that this style often tends to lead to adhere to groups with high
productivity.
Bureaucratic Leadership style
According to Ismail et al. (2011), another style which can be understood to be very
common can be stated to be the Leadership Bureaucratic Leadership style whereby the manager
tends to go by the book. In this leadership style, the manager sees to it that, they follow a
designated set of rules as well as requirements which would then encourage them to perform
well and achieve their overall objectives in the long run. The style is only effective when the
employees are under the comprehending that these procedures must be carried out on a regular
basis and the safety and security training is being undertaken. The style however becomes in
effective in scenarios whereby the work habits have become very hard to break and the
employees lose their interest in their jobs which then leads to a loss to the organization on a
whole (Mester, Visser & Roodt, 2003).
Situational Leadership
The situational leadership can be understood to be another common type of leadership
whereby the manager or the leader is highly effective in nature and no scenario is decided upon

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previously. In fact, in this decision-making style, every decision is taken on spot and no
preplanning is necessary. The leader tends to change the pace as per the changing scenario of the
organization.
A good leader can be understood to be one who will make use of all the three leadership
styles depending upon the scenario which they faced by. The leader is often influenced by the
various forces that live in the external environment of the firm. The use of the automatic
leadership style is integral when the employee is new, and the leader is competent and has a good
idea about the overall functioning of the industry (Mohammed, 2014). The participative
Leadership style can be taken when that information is available with the manager and the other
half can be understood from the employees. In this leadership style, the power of the leadership
remains with the leader himself. The delegation leadership style can be understood to be more
appropriate in the different scenarios whereby the employees know more about the job then the
manager himself.
2.2 Approaches to leadership
The leader can approach and influence can be examined in various ways. The positive
leaders who tend to motivate the employees often tend to use the words such as new experiences,
incentives, independence and education to motivate the employees (Monzani 2015). On the other
hand, the negative approach emphasizes on penalties. Negative approach can be taken as a tool
of a leader in some situations however the leader must confirm that they are not using this
negative approach to often. Negative leaders in an organization of act superior to the employees
and other people in the organization and they are under they believe that the only way the
different employee can perform a certain task is through penalties such as Cutting of the pay,

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reprimanding them , losing the job and others. However, they are increasing the fear, and this
creates an environment with the lack adequate creativity and innovation.
2.3 Factors affecting leadership styles
According to Nasir et al. (2014), there are large numbers of factors which influence the
style which the manager usually uses at office. So as to summarize some of the factors it can be
stated that the amount of time which is available, the relationship based on trust and respect,
information, the training of the employees, the internal conflicts, the type of work culture, and
other such establishments tend to have an effect on their leadership style it is taken by the
different managers. In this section certain forces which have an impact on the style of a manager
will be discussed and examine critically.
The organizational environment
The organizational environment as a usual role to play in determining whether the
employee or the manager can adopt of cultivating leadership style or not (Ojokuku, Odetayo &
Sajuyigbe, 2012). This influences the overall values of the firm and in case the organization
environment reflects negative values there in such a case autocratic leadership style will be taken
and the goals, values and concepts defining firm may not be necessary met with. Hence the
environment has a big role to play in the selection of the appropriate leadership style of the
manager.
Organisational resources
The leadership style is greatly dependent on the organizational resources which are the
staff and other physical resources which are needed to achieve the goals. The way the leader

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tends to make use of these resources determines the overall capability and hence has an impact
on the leadership style as well.
Employee Roles
According to Omolayo (2007), the employee roles can also be understood to have a
decisive role to play in determining the overall task and responsibility which a leader generally
holds and the way the leader tends to govern the firm. The different employees of the
organization also affect the overall organizational performance through their work ethics and the
personal values. When the roles have pitfalls then in such a scenario, the roadblock must be built
accordingly and the leader needs to undertake the role of a facilitator so as to see to it that, the
tasks can be accomplished on time.
Organizational Culture
The culture of the organization also has a decisive role to play and assists in determining
whether the leadership needs to reflect an autocratic style or a democratic style of leadership.
The culture of the firm can be understood to be hard to change because it is made up of long held
information, proper systems, customs, traditions and other related rules which represent the self-
image and the overall shared expectations of the organization (Packard, 2009). When the
established rites and the related routines are set, then, the leader would be required to bend the
ways and modify the leadership style accordingly.
External factors like the Sociological Factors, Economic factors and the Technological factors
The leaders will fundamentally be required to manage an organization would be
fundamentally required to comprehend the demographic cultures of the client and the trends in

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the marketplace which will assist them in designing the products and services according to the
population. In line of this, it also becomes integral to confirm that, the leaders are fundamentally
required to educate themselves on their suppliers and other parties as well influencing the
workplace and hence, this tends to have an impact on the style in which the leaders have an
impact on the firm and their leadership style is altered accordingly (Shields et al. 2015). Lastly,
even technology has an impact on the overall operations of the firm and influences the leader to
undertake innovative strategies which make the operations of the firm easier.
Personality Influences
The personality influences of the leader also tend to have an impact on the style which
they adopt for the organization. The factors influencing the personality can be taken to be the
upbringing of the individual, the gender, the introversion, the education, the religious views, the
heritage and the self-worth of the individual as well.
Impact of Diversity
The diversity can be understood to have a strong impact on the overall leadership style.
Any company functioning in the 21st century should be diverse and rich in nature which will
influence the creation of the team dynamics which will be very valuable and help in solving the
different proles which exist as well (Schuh et al. 2018). This team dynamic tends to help in
solving problems, developing new sales initiatives and bringing the business forward. Hence,
when the manager at the workplace would be required to engage in the inclusion and diversity
issues then in such a case, they will be fundamentally required to follow a style which is most
suitable and engage in an inclusive nature of the organization.

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2.4 Employee performance
The employee performance can be unspoken to be the manner in which the organization
tends to manage the overall effectiveness of the performance of the employees and the manner in
which the organization manages to develop and stimulate the employs to perform well. The
performance of the employees can be tracked along with the behavior of the individuals under a
framework. The different individuals in the work place have to contribute in a certain way or a
certain manner which then contributes to the objectives of the firm (Iqbal, Anwar & Haider,
2015). The manner in which the employee behavior can influence the workplace can be
understood to be dependent on three different factors. These factors are the task performance,
organizational citizenship behavior and the work place deviant behavior. The task performance is
understood to be the behavior which is reflected by the employee in carrying out the task and can
be contributed to be the performance which understood to be one of the most important aspects
of the work. On the other hand the organizational citizenship behavior that also known as a soft
performance and in this kind of performance the behavior of the employees carrying task outside
the area of work are tested.
The last kind of behavior it is the work please deviant behavior and determines the
manner in which the employee follows the different organizational norms and the manner in
which the employee tends to spread the various rumors, insults the polices and then sabotages the
image of the organization (Holley, Wu & Avey, 2019). Hence in light of this it can be considered
very interesting to comprehend that it is the duty of the employer to confirm that they are
efficaciously able to manage this kind of behavior in an organization.

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2.5 The importance of Performance
The Employee performance can be understood to be the only manner in which the
contribution of the different individuals tends to assist the firm in achieving its overall goals and
objectives (Nyberg, Pieper & Trevor, 2016). If the organization performance is down it is
because of the individual performance has fallen behind and it needs to be improved.
So as to comprehend why employee performance is generally taken as an integral part of the
organization it is important to know how this performance contributes to the overall working
environment and needs to be subjected to increases motivated to continue performing well. The
different reasons why this because:
1. Successful employees achieve the goals. When the employees are successful proving to
meet the deadlines, then there exists a considerable customer interaction. When they are
not performing that well, then the name of the company goes down as the firm loses out
on the different customers and in light of this it is decisive that the goals and getting a
positive customer interaction (Yahaya & Ebrahim, 2016).
2. Creating a positive work environment. It also contributes towards a positive work
environment. When the people are present in the performance however, they are not be
able to perform that well then, the overall organizational performance can be understood
to be going down and a negative workplace behavior takes over. Hence in such a scenario
it can be considered to be integral to comprehend that for the sake of the work
environment and to cultivate a positive work culture the firm needs to see to it that, the
existing employees are motivated to engage in a performance which will assist in
achieving organizational goals (Anderson & Sun, 2017).

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3. Measuring employee Growth. The employee performance stands as an indicator of the
employee growth. In such a case it can be largely understood that the firm growth can
only take place on the basis of the Employee performance. The rewarding and high
performing employees often take away the best growth opportunities and this motivates
the other employees to exceed the efforts as well (Arnold et al. 2015). Hence by
performing well the different employees motivate others and prove it to the firm that they
have the overall capability to perform in a certain manner and that performance finally
paid off the organization. For a company it is good to watch employees grow and show
the potential that they have always been capable of.
4. Establishing team trends. If the employees perform well then they set an example in front
of the team and in such a scenario they can induce the different members of the firm to
perform well as well (Amanchukwu, Stanley & Ololube, 2015). This way the manager is
able to improve the environment of the team and the team performance can be uplifted.
For an organization who has to lead the performance level to the highest level possible,
they will be required to undertake adequate initiatives as every organization cannot be successful
with the contribution of just one employee and the performance measurement and improved
performance are integral part which helps the firm in achieving this objective which it has set out
for itself (Igbaekemen, 2014). The administrators at all levels tend to participate adequately
confirm that their abilities can be utilised to the maximum capacity so that they are being able to
make the business function well.

25DISSERTATION
2.6 Factors affecting the performance
As implied growth has a major in to play in management development, it gives a chance
to evaluate their abilities and assisting them to attain the overall goal achievement of the
organization. The different factors affecting the employee performance have been given as
follows:
Job self-sufficiency
The word performance is used extensively in all fields of the management. As the
employee growth has a major role to play in numerous fields of the management development, it
gives a chance to the employers to evaluate employees and to evaluate their abilities and
capabilities for the overall goal achievement of the organization (Igbaekemen, 2014). The job
sufficiency has a key role to play in the firm as only when employee will be satisfied with this
current work environment and overall system in which he is working, will he is able to attain
satisfaction from the work then he will be able to perform better. There are various motivators
which will affect the self-sufficiency.
Working conditions
For any organization it is intriguing to note that the firm cannot afford to waste the
potential of a suitable employee due to certain aspects in the working conditions of the
organization which have an impact on the performance. First of all the overall, the ambience of
the workplace has a great role to play in deciding whether the employee confidence, output and
commitment can be boosted or not. Changes in the manner in which the different individuals
work, work life balance and the health and fitness consideration have become a part of the

26DISSERTATION
regular offering to the employees has become important and a common practice in most of the
admired corporations (Iqbal, Anwar & Haider, , 2015). It is integral for the firm to comprehend
how to stimulate the different workers and offer them with certain number of benefits.
According to Mester, Visser and Roodt (2003), it is suggested that the working condition
should enable the employee to balance work and family and other information sharing systems
which are making them more attracted towards the organization and increases their stake. Hence
the performance increases accordingly. Moreover in addition to the motivation which the
workers required, the working conditions also needs to be such that the ability of the employee
can be improved and hence training is often giving to them so as to confirm that the changes in
the manner in which the different individuals work improves and hence training is often given to
them so as to confirm that the employees are being able to commit to the workplace and thereby
eradicate the error rate, increase the level of innovation and thereby reduce absenteeism. All
cases at work have distinctive equipment and other provisions which help the employees in
performing well (Mohammed, 2014).
These may include illumination and temperature aspects as well. It is integral that the
employee is physically comfortable in the workplace environment and that they are not being
disturbed by any kind of distractions. The office design also has an impact on the overall
employee productivity and performance. Inefficiency and the service rate of the employee are
also dependent on the physical environment of the office and therefore, working conditions can
be understood to play a dominant determinant of employee performance.
Leadership

27DISSERTATION
A leader can be considered to be an individual who gives life to a firm and confirms that
the overall goals and objectives of the firm are fulfilled accordingly. A leader is an individual
who is capable of moving the direction of the organization and achieving all the different goals
of the firm. When a leader identifies the employees do not have adequate competencies and skills
and that they are not being able to adapt to the different environment then, they need to motivate
the employees to adapt with him. According to Nasir et al (2014),effective leaders who manage
the overall performance are able to encourage the employees to perform well. This also helps in
improving the image of the firm in the eyes of the customer and the society. Leadership involves
essential aspects of the management activities and directing the employees accordingly so that
we have been able to conduct the task easily. According to Ojokuku et al. (2012), the leader has
to make the employees follow him and see to it that the values and motivations of the employees
are always high and as per the benefit of the organization. The employees will only be willing to
give a firm the best if they are under a good guidance and have expectations from them which
can also be fulfilled.
If the employee is under a feeling that they are not be appreciated enough then they might
leave the firm and their performance will also be impacted. Hence leadership is an important
aspect of the performance as it helps in making the employees feel the important part of a firm
and thereby increasing and boosting the morale (Shields et al. 2015). Although there are ways
incentives such as monetary and other fringe incentives and benefits which can be offered to the
employees to encourage them to improve their performance, human motivation and appreciation
is the best form of motivation as it boosts the egos and helps them to find the right path. Hence
leadership has a role to play in all the levels of an organization and a leader is the person who
wants the best for the employees and the organization as well. Leaders have to keep up the

28DISSERTATION
performance at the existing level and also keep an eye on the different performance indicators.
The performance of all the employs has to be get according to the expected standard. Therefore
supervision abilities and analysis of evaluating employee performance and assisting them
throughout the achievement of the organizations goals has a huge impact on the manner in which
the employee brings out the best performance in himself (Holley et al. 2019). Therefore,
leadership has a decisive role to play impacting the performance of the employee as it affects it
to a great extent.
Compensation paid to the employees
The compensation which is paid to the employees can be understood to be the salary or
the incentive and usually helps the employees in performing well. Various researches have
reflected that there is an optimistic relationship between HRM practices and the employee
performance. The role of the HR department can be understood to be very decisive and thereby
confirms the overall manner in which the employee interest in a firm can be maintained and how
the performance in an organization is maintained. The HR is responsible for coming up with
various techniques and ways in which the employees can be motivated and engaged with the
overall goals of the firm (Nyberg et al. 2016). Compensation procedures are heavily based on
the capabilities of the employees as well as the approaches which are used to formulate suitable
plans which are based on the level of financial compensation which a firm will be able to afford.
The compensation management is a vigorous part of the HR and it is directly related to the
performance of the organization. Not only does it need to the design of the compensation but
also the implementation of the compensation which is responsible for improving the performance
of the firm.

29DISSERTATION
The compensation team engages a compensation structure which helps in ensuring that a
regular productivity policies for the full workforce for the organization. The performance
evaluation as well as the promotional practices are designed towards ensuring that the standard
criteria can be according to the expected performance and measured for any disparities. The
promotion and performance evaluation and appraisal generally takes place annually are often
regarded as the acknowledgement of the efforts of the employees which thereby improves he
daily productivity and daily task completion activities (Amanchukwu et al. 2015).
Conflicts
The conflicts form the major part of the workforce. It is often considered to be the major
hazard for the success of a firm and forms the reality of every office. There are various levels at
which the conflict takes place and these can be within the team, the departments of the firm,
between the different branches and other such into groups. The discrepancy within certain
members of the team leading to the difference in the ideas and thereby tends to form a barrier to
the long term growth. The workplace conflict often blows out the proposition and hence turns out
to be very costly for the organization.
There is hidden as well as clear cost associated with the conflicts. Although they cannot
be avoided however steps should be taken to confirm they are minimized. Employee turnover
can be understood problem which arises out of the organization conflict (Yahaya & Ebrahim,
2016). Many organizations have any long lasting scheduling exercises which turn the firm into
family also different employees and gelling with one another. Another reason for the conflicts
can be contributed to the stress and thus stress relief and stress management activities should be

30DISSERTATION
carried out on a regular basis to confirm the firm is being able to manage the conflicts and
therefore have a positive impact on the performance.
2.7 The conceptual Framework
Figure 1: The conceptual Framework
2.8 Summary
Therefore, from the given study it can be understood that each of the Dependent and the
Independent variables have a certain set of factors which have an influence on the overall
performance of the firm in the long run. The chapter identified the opinion of the different
authors relating to the same topic and determined their overall relationship based on the same.
Leadership Style
Compensation
Conflicts
Working
Conditions
Employee
performance

31DISSERTATION
Chapter 3: Research Methodology
3.0 Overview
The domain of Leadership styles is complex in nature and deriving its impact on the
employee performance can be taken to be even more critical. Therefore, so as to find the manner
in which the Leadership style as an independent variable will have an impact on the Employee
performance as a dependent variable, it becomes critical to confirm that the right methods of the
research are taken and that, the right techniques are applied for the research. Therefore, in this
chapter, the various research techniques which will be applied for the research have been
mentioned and in addition to this, the justification for the use of each of the research methods
which have been used will also be defined.
3.1 Research Outline
Various methodologies can be applied so as to find the impact of the different forces
which exist in the business environment. The topic is a case study of the HSBC Bank and
therefore, employee opinion has a greater role to play in determining whether the leadership
styles has a strong impact on the employee performance or not. Therefore, the application of the
appropriate research methodology techniques is essential as it confirms that the research does not
just simply rely on the personal opinion of the author. The chapter will throw light on various
techniques like the Research Philosophy, Research Design, the Research Approach, the Research
Strategy and the Data analysis and collection technique which shall assist in comprehending the
manner in which the study will be able to find the scope of the Leadership styles on the
performance of the employee.

32DISSERTATION
3.2 Research Philosophy
The study philosophy is fundamentally described as the different set of belief as well as
the assumptions which have been set out for the objective of the research. The research
philosophy helps in providing a direction to the research and thereby assists in ensuring that, the
research outcomes can be attained in the right manner (Kumar, 2019). Hence, as the study aims
to find the impact of the leadership styles on the employee performance at the HSBC Bank, it is
integral that the research philosophy which will be appropriate for the firm can be understood to
be the Positivist research philosophy. The positivist research philosophy with the use of the
survey generally assists in finding the research objective which has been set out for the paper.
The positivist research philosophy can be understood to be applicable for the research as it will
assist in finding the impression of the independent variable on the dependent variable. Moreover,
in this research philosophy, the data which is collected for the research can be interpreted easily.
Justification of the research philosophy
The primary aim why the research philosophy has been assumed can be contributed to the
fact that it assists in the study conducted related to the different factors which generally tend to
have a long-term impact on one another. As the learning is based on the impact of Leadership
style on the employee performance, various leadership styles would be required to be tested in
the research so as to comprehend how a particular set of leadership style has an impact on the
performance. This research philosophy shall also contribute in ensuring that the theories
regarding the various Leadership Styles can be tested accordingly.
3.3 Research Approach
The research approach determines the manner in which the general emphasis on the
causality can be fundamentally made. In line of this, it also assists in comprehending the manner

33DISSERTATION
in which the study can be extracted and the answers to the different research questions be
achieved efficaciously. Additionally, it helps in seeing to it that the actualization and the
interpretation of the data from the research can take place adequately. Therefore, the research
approach which has been taken in this study can be taken to be the deductive research approach.
The deductive research approach assists in deducing useful information and hints out of the data
which has been collected for the research (Kumar, 2019). The deductive research approach also
assists in limiting the role of the researcher of an interpreter and hence the outcomes of the
research can be achieved easily. Different models as well as frameworks have been applied for
the study and have been designed to contribute to the success of the research.
Justification of the research approach chosen
The reason why the deductive research approach has been applied for the study can be
subsidized to the fact that the quantitative research is being taken for the study and therefore,
with reverence to this, it becomes integral to comprehend that, the conclusions regarding the
study have to be made in a way such that, it assists in finding the result of the research and
assists in examining the leadership styles and the impact on performance (Mackey & Gass,
2015). The research approach shall contribute towards ensuring that the primary reason why the
style of a leader has a tendency to impact the performance of the employees is identified and that
suitable endorsements can be offered to the firm which would assist in ensuring that the impact
of the independent inconstant on the dependent one.
3.4 Research Design
The research design can be stated to be the manner in which the study shall be laid out
accordingly (Mackey & Gass, 2015). In line of this, it becomes fundamentally important to
confirm that the design of the study is laid out in a manner such that the research outcomes can

34DISSERTATION
be achieved fundamentally. The research design which has been accepted for the purpose of the
study is descriptive. The descriptive research design has been taken because it assists in ensuring
that the data and overall results which have been obtained for the study can be described
accordingly and the overall analysis can be undertaken accordingly. It is through this research
design that the research plans and outcomes can be achieved accordingly.
Justification for the research design chosen
The descriptive research design has been taken as it contributes towards comprehending
the manner in which the relationship between the Leadership styles and the employee
performance can be attained efficaciously and the overall manner effectiveness techniques for
the employee performance can be identified (Kumar, 2019).
3.5 Research Strategy
The research strategy is the technique which is taken by the researcher so as to outline the
ways in which the research questions will be answered. It also enables the researcher in
determiner how the data collection and the data analysis procedures will be carried out.
Therefore, the research strategy which has been applied in the given study is the Primary
Quantitative research strategy. This means that the research paper will make use of the Primary
data collection method and along with it the Quantitative data analysis technique shall be applied
for the purpose of the study (Silverman, 2016). As the topic takes the case of the HSBC Bank for
the reference, the research strategy will assist in finding how the leadership styles of the
managers in the field shall contribute towards comprehending the manner in which the
Leadership style influences the employee performance. The survey shall be undertaken from the
various employees at HSBC and therefore, the impact of the Independent variable on the
Dependent variable can be understood effectively (Taylor, Bogdan & DeVault, 2015).

35DISSERTATION
Justification for the research Strategy chosen
The reason why the research strategy of the Primary Quantitative has been taken is
because it aligns better with the topic relating to finding the impact of the leadership style on the
employee performance. As this study largely concerns the different employees present in the
field, it is important that, their views are taken and hence, this is the reason why the Primary
method of data collection has been taken (Taylor, Bogdan & DeVault, 2015). Additionally, the
Quantitative method of the data research shall assist in determining the extent to which the
Leadership style impacts the performance and would be able to verify a relationship between the
two variables.
3.6 Sampling technique
The sampling technique can be understood to be the manner in which the sampling for a
particular research is generally carried out and the kind of respondents who are selected for the
study. With reverence to this, the sampling technique which has been taken for the research is the
Simple Probable Random Sampling which will not involve any biasness for the data and related
selection of the respondents (Bresler & Stake, 2017). The survey will be distributed among 150
participants from the HSBC Bank which will assist in contributing relevant data regarding the
leadership styles being taken in the bank and their impact on the performance of the employees.
Justification for the Sampling technique chosen
The simple random probability sampling is appropriate for the study as it will contribute
towards ensuring that the employees in the bank can be selected without any biasness. In regard
to this, it is integral to confirm that, the views of all these employees are taken to find the impact
of the style on performance. The survey will be distributed to the different bankers and their

36DISSERTATION
views on the topic shall be fundamentally appointed. The perspective of the employees can be
considered to be decisive in this scenario (Ledford & Gast, 2018).
3.7 Data collection
The data collection can be defined as the gathering of the data for the objective of the
research. The data collection method which has been taken for the research can be defined as the
primary data collection method. The primary data shall be collected from the various employees
at the bank which shall then subsidize towards comprehending the system in which the
employees tend to feel about the different Leadership styles which are present and in addition to
this, shall also focus on providing an analysis of why the different employees tend to perform at
the workplace. Hence, the survey method of data collection will be collected for the research.
Justification for the Data collection method chosen
The primary data collection method has been taken for the research as it will offer the
employee view and thereby make the data free of any external biasness which may exist.
Additionally, primary data collection method will confirm that, the quantitative analysis on the
data can be conducted and in line of this, the appropriate leadership style which can be used in
the firm can be identified (Alvesson & Sköldberg, 2017).
3.8 Data analysis
The data analysis can be defined as the means in which the data which has been collected
previously can be analyzed considerably. In this research, the data analysis method is the
quantitative analysis method whereby the statistical tools of Correlation and the Regression
analysis will be used to find how the Leadership styles have an impact on the employee
performance. Through this the hypothesis can also be tested. The software which shall be used

37DISSERTATION
for the purpose of data analysis can be understood to be SPSS which offers a comprehensive
platform for all the data analysis to be undertaken.
Justification for the Data analysis method chosen
The SPSS is useful software which is a user friendly application. It has the overall
capability to offer accurate results and hence, in regard to this, through the data analysis
undertaken using the SPSS, the exact relationship between the dependent variable and the
independent variable can be identified. In line with this, using the Regression Analysis the
hypothesis which has been set at the beginning of the study can be tested fundamentally and
moreover, the association amongst the dependent and the independent variable can also be
verified accordingly.
3.9 Ethical considerations
The ethical considerations relating to a research form an essential part of the study and in
regard to this, it becomes integral to confirm that, all the ethical considerations regarding a
research are being followed accordingly. Therefore, as the research has been adopting the
primary research for the data collection, it is important to note that the privacy of the different
participants is being offered with adequate importance (Quinlan et al., 2019). Moreover, under
the ethical considerations, the guidelines of the university also have to be applied accordingly so
as to see to it that, the ethical approval forms are considered, and the deadlines are met.
Additionally, the university has set out certain guidelines which would assist it in ensuring that
the requirements can be met with accordingly. As the information for the research is being
collected accordingly, it is important that the privacy of the respondent is being maintained
accordingly. Moreover, the environment of the data collection needs to be such that, the
respondents are interacted with using their own will and they are offered with adequate

38DISSERTATION
information with reverence to the background of the research. Moreover, the researcher will also
be required to confirm that any discrimination regarding the gender, income and the class of the
respondent is not made (Fletcher, 2017). This will assist in ensuring that, the response collected
is not biased in nature. Policies regarding the Plagiarism and other copyright issues will also be
applied.
3.10 Accessibility issues
The accessibility issues can be fairly defined as the issues which related to the obstacles
which are generally faced by the researcher can be identified as the issues like the limited
number of questions, the lack of open ended questions in the questionnaire and the limited
number of responses which can be collected for the research. Moreover, with reverence to the
review of literature a limited number of journals and the business reviews have been used.
3.11 Summary
Therefore, the focus of the chapter was determining the various research techniques
which can be applied for the research. The research approach, research philosophy and the
research design which has been applied for the study have been justified and the ethical
considerations which have to be made regarding the study have also been mentioned.

39DISSERTATION
Chapter 4: Findings and Analysis
4.1 Overview
Having described the various research techniques which will be applied in the study, this
chapter will offer an overview into the different aspects of the study. The chapter has been
divided into systematic sections whereby it lies the overall focus of each of the sections to
present the right analysis. The sections will comprise of the Descriptive Analysis, the
Demographic of the respondents from whom the data was collected, the Inferential Statistics, the
Normality test, the Reliability Test, Correlation and Regression Analysis. The analysis will be
followed by the hypothesis which will then be followed by the actual testing of the data using a
well- defined hypothesis. Based on the results, Findings and Discussion will be presented.
4.2 Descriptive Analysis
This section of the paper will be analyzing the various findings and other aspects related
to the analysis descriptively. The data will be presented in the form of charts and a brief
examination of the results will be presented.
Demographic
Gender
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Male 92 61.3 61.3 61.3
Female 58 38.7 38.7 100.0
Total 150 100.0 100.0

40DISSERTATION
Figure 1
From the given graph , it can be fairly understood that a majority of the participants in the
survey were male participants standing at 61% whereas only 38% of the participants were the
Female participants standing at 38%. With reverence to this, it can be understood that the survey
was not distributed evenly.
Age group
Frequency Percent
Valid
Percent
Cumulative
Percent

41DISSERTATION
Valid 18-29 26 17.3 17.3 17.3
30-39 68 45.3 45.3 62.7
40-49 34 22.7 22.7 85.3
50+ 22 14.7 14.7 100.0
Total 150 100.0 100.0
Figure 3
The given graph offers the information about the age group of the different participants
and from the survey it can be fairly noted that a majority of the respondents belong to the age
group of 30-39 years whereas 22.67% of the respondents stand at 22.67%. In orientation to this,
it has to be understood that 14.67% of the respondents were above 50 years of age whereas just
17% of the respondents belonged to the age group 18 to 29 years of age.

42DISSERTATION
Years working with the bank
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Less than 3 years 51 34.0 34.0 34.0
3-6 years 36 24.0 24.0 58.0
7+ years 63 42.0 42.0 100.0
Total 150 100.0 100.0
Figure 4
When asked about their experience at HSBC, 42% of the respondents mentioned that
they were associated with the company for overall a period of 7 years whereas, 34% of the

43DISSERTATION
respondents were employed for less than 3 years. Additionally, 24% of the respondents
belonged to the experienced group of 3-6 years. Therefore, the perception of a number of
respondents has been gathered.
Education
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid High School 6 4.0 4.0 4.0
Diploma 21 14.0 14.0 18.0
Bachelor
Degree
64 42.7 42.7 60.7
Master 59 39.3 39.3 100.0
Total 150 100.0 100.0

44DISSERTATION
Figure 5
When the respondents were asked about their educational level, 39.33% of the
respondents mentioned that they had done their Masters whereas 42.67% of the respondents
belonged to the Bachelor’s degree. Additionally, 14% of the respondents had done their Diploma
and lastly just 4% of the respondents belonged to the High school educational level. Therefore,
from this, it can be understood that differently qualified individuals belonged to HSBC.
Income
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid $5000> 12 8.0 8.0 8.0

45DISSERTATION
$5000-$10000 22 14.7 14.7 22.7
$10000-
$15000
37 24.7 24.7 47.3
$15000-
$20000
33 22.0 22.0 69.3
$20000< 46 30.7 30.7 100.0
Total 150 100.0 100.0
Figure 6
From the above image, it can be fairly mentioned that when the different individuals were
asked about the Income level then it was reflected that 30% of them belonged to the income
group $20000 and above whereas 22% of them belonged to the income bracket of $15000 to
$20000.

46DISSERTATION
Department
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Marketing 27 18.0 18.0 18.0
Sales 18 12.0 12.0 30.0
Commercial Banking 36 24.0 24.0 54.0
Entrepreneurial
Banking
35 23.3 23.3 77.3
Office Management 33 22.0 22.0 99.3
Others 1 .7 .7 100.0
Total 150 100.0 100.0

47DISSERTATION
Figure 7
The given graph focuses on the information regarding the Department in the bank from
which these respondents functioned. From the image, it can be fairly understood that 18% of the
respondents belonged Marketing department whereby a majority of them belonged to the
Commercial banking department at 24%. In line with this, it can also be understood that, 22% of
them belonged to the back office management whereas 23% of them were in Entrepreneurial
banking department.
Post

48DISSERTATION
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Manager 71 47.3 47.3 47.3
Employee 79 52.7 52.7 100.0
Total 150 100.0 100.0
Figure 8
When the respondents have been collected from the different respondents, it can be fairly
understood that, 52% of the respondents were employees whereas the other 47% of them were
the managers. Hence, in the survey, the viewpoints of both the parties have been collected.

49DISSERTATION
Normality Test
The normality test can be fundamentally described as a test with reverence to which, the
modelling of the data can be fundamentally understood. Under the normality test, a data can be
understood to be well structured and modeled by structure. Moreover, it also tests the likeliness
of the data to be well distributed (Siegel, 2016). The values of the skewness generally lie
between -2 and 2 and this can then be stated to be close to a normal distribution. When it is
within -1 and 1 then the scenario can be related to the Normal distribution. The kurtosis of the
data is measured between the negative 2 and the positive 2
Descriptive Statistics
N
Minimu
m
Maximu
m Mean
Std.
Deviatio
n
Varianc
e Skewness Kurtosis
Statisti
c Statistic Statistic
Statisti
c Statistic
Statisti
c
Statisti
c
Std.
Erro
r
Statisti
c
Std.
Erro
r
EP 150 3.00 5.00 3.9767 .51598 .266 .020 .198 .719 .394
Ls 150 2.50 5.00 3.7400 .59562 .355 .133 .198 -.263 .394
Gender 150 1 2 1.39 .489 .239 .470 .198 -1.803 .394
Age
group
150 1 4 2.35 .934 .872 .355 .198 -.701 .394
Education 150 1 4 3.17 .817 .668 -.779 .198 .093 .394

50DISSERTATION
Years
working
with the
bank
150 1 3 2.08 .871 .759 -.157 .198 -1.671 .394
Income 150 1 5 3.53 1.283 1.647 -.408 .198 -.924 .394
Departme
nt
150 1 6 3.21 1.407 1.981 -.240 .198 -1.108 .394
Post 150 1 2 1.53 .501 .251 -.108 .198 -2.015 .394
Valid N
(listwise)
150
From the above table, it can be stated that, the different variables like the Employee
performance, Leadership style, the Age group, the Gender, the Education and the Income can be
stated to be normally distributed as they lie within the -1 to 1 bracket. With reverence to the
Kurtosis it can be mentioned that except for the Post of the respondent, all the variables have
been measured accurately and hence, the data which has been undertaken for the study can be
taken to be distributed normally.
4.3 Inferential Statistics
This section of the paper will focus on the results of the Inferential Statistical tools which
will be applied on the data. In line with this, the results will be tested adequately based against
the hypothesis. The different inferential statistics tools which will be made use of can be stated to
be the Regression Analysis, the Correlation analysis and the Reliability test

51DISSERTATION
Reliability Test
The reliability test helps in measuring whether the data which has been undertaken for the
result is reliable or not. The Cronbach`s alpha is used to calculate the Reliability for the research
as it assists in ensuring whether the data collected for the result has the capability to present the
right kind of results or not. In regard to this, it can be fairly stated that, this measure assists in
measuring the consistency of the data (Siegel, 2016). The minimum acceptable value for the
Cronbach can be understood to be 0.60. If there exists any value which is below the minimum
expected value, then in such a case, it needs to be understood that, there is a large amount of
inconsistency as present in the data. Only the values above the required measure of 0.6 and
above 0.8 are considered to be acceptable and indicate excellent internal consistency.
Reliability Statistics
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items N of Items
.699 .703 2
Inter-Item Correlation
Matrix

52DISSERTATION
EP Ls
EP 1.000 .542
Ls .542 1.000
From the above table, it can be fairly understood that the value of Cronbach Alpha is
0.699 which indicates a moderate internal consistency in the data which has been collected.
Correlation
The correlation analysis can be taken to be a statistical tool which helps in
comprehending the manner in which the components of the Independent and the Dependent
variables are correlated and also assists in comprehending the way in which the data for the
research can be unspoken to be disseminated in the right manner. In regard to this, it can be
mentioned that the Correlation values generally tend to range from -1 to 1. A negative
correlation value indicates a negative correlation between the variables and a positive
correlational coefficient indicates a positive correlation between the different variables.
Moreover, a correlational coefficient value above 0.7 is considered to be largely acceptable
(Gupta & Gupta, 2017). The correlation values help in comprehending the extent to which the
change in one variable brings about a change in the other variables. Hence, in this section, the
correlation between the different components of the Dependent variable and the Independent
variable will be examined.
Correlation between the variables of the Dependent variable- Employee Performance
Correlations

53DISSERTATION
JobSelfsu
f
Workingconditio
ns
Leadershi
p
Compensatio
n
Conflic
t
JobSelfsuf Pearson
Correlatio
n
1 -.271** -.386** -.006 .370**
Sig. (2-
tailed)
.001 .000 .943 .000
N 150 150 150 150 150
Workingconditio
ns
Pearson
Correlatio
n
-.271** 1 .516** -.151 -.235**
Sig. (2-
tailed)
.001 .000 .064 .004
N 150 150 150 150 150
Leadership Pearson
Correlatio
n
-.386** .516** 1 -.331** -.240**
Sig. (2-
tailed)
.000 .000 .000 .003
N 150 150 150 150 150
Compensation Pearson
Correlatio
n
-.006 -.151 -.331** 1 -.169*

54DISSERTATION
Sig. (2-
tailed)
.943 .064 .000 .039
N 150 150 150 150 150
Conflict Pearson
Correlatio
n
.370** -.235** -.240** -.169* 1
Sig. (2-
tailed)
.000 .004 .003 .039
N 150 150 150 150 150
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
From the given table, it can be fairly understood that, the correlation coefficient between
the Working conditions and the leadership can be taken to be the highest at 0.516. This simply
reflects that when the Leadership of any organization or at HSBC is influential then in such a
scenario, the working conditions tend to improve at a great extent. On the other hand the
correlation coefficient between Compensation and Job sufficiency is negative and low at -0.06
which means that when the Compensation goes high, the Job sufficiency does not necessarily
increase.
Correlation between the variables of the Independent variable- Leadership Style
Correlations

55DISSERTATION
OrgEn
v
OrgRe
s
EmpRole
s
OrgCu
l
ExtFactor
s
PersFacto
rs
DiversityFa
c
OrgEnv Pearson
Correlatio
n
1 -.161* -.177* .509** -.229** .063 -.063
Sig. (2-
tailed)
.049 .030 .000 .005 .444 .440
N 150 150 150 150 150 150 150
OrgRes Pearson
Correlatio
n
-.161* 1 -.591** -.268** .384** .512** .543**
Sig. (2-
tailed)
.049 .000 .001 .000 .000 .000
N 150 150 150 150 150 150 150
EmpRoles Pearson
Correlatio
n
-.177* -.591** 1 -.303** .312** -.011 -.597**
Sig. (2-
tailed)
.030 .000 .000 .000 .890 .000
N 150 150 150 150 150 150 150
OrgCul Pearson
Correlatio
n
.509** -.268** -.303** 1 -.700** -.189* .157

56DISSERTATION
Sig. (2-
tailed)
.000 .001 .000 .000 .021 .055
N 150 150 150 150 150 150 150
ExtFactors Pearson
Correlatio
n
-.229** .384** .312** -.700** 1 .422** -.181*
Sig. (2-
tailed)
.005 .000 .000 .000 .000 .027
N 150 150 150 150 150 150 150
PersFactors Pearson
Correlatio
n
.063 .512** -.011 -.189* .422** 1 -.211**
Sig. (2-
tailed)
.444 .000 .890 .021 .000 .009
N 150 150 150 150 150 150 150
DiversityFa
c
Pearson
Correlatio
n
-.063 .543** -.597** .157 -.181* -.211** 1
Sig. (2-
tailed)
.440 .000 .000 .055 .027 .009
N 150 150 150 150 150 150 150
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

57DISSERTATION
From the given image it can be fairly mentioned that the correlation between the
Diversity factors influencing a leader and the Organizational resources can be understood to be
highest at 0.543. This reflects that, when the organization allows certain resources to the leaders
then they can handle issues well. On the other hand, the correlation between the Personality
factors and the Employee roles can be taken to be the lowest at a negative -0.11 which reflects
little or no correlation between these factors.
Regression
The Regression Analysis can be taken to be a comprehensive tool which assists in
comprehending the manner in which the Dependent and the Independent variable are connected
to one another. Moreover, it also contributes towards comprehending the manner in which the
connection amid the dependent variable and the independent variable can be proven and
identified. Hence, the regression analysis is a comprehensive tool which helps in assessing the
manner in which the change in the dependent variable is a result of the independent variable
(Anderson et al. 2016). In line with this, it can be fairly mentioned that, the given results have
been achieved:
Model Summary
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .543a .295 .285 .43615
a. Predictors: (Constant), Do believe that the Leadership
style has an impact on the Employee Performance, Ls

58DISSERTATION
The given table helps in determining the correlation which exists between the dependent
and the dependent variable. The correlation which occurs between the dependent and the
independent variable can be taken to be 0.543 which reflects that any change in the Leadership
style at HSBC will have a massive impact on the overall performance of the employees (Lee &
Peters, 2015). The value of the R square also acts as a decisive variable which assists in
comprehending the manner in which the Regression analysis as a tool helps in assessing and
determining how the impact of the variables can be tested. It can be seen that as the value of R
square is 0.295, 29% of the connection between the Leadership style and the Employee
performance can be tested and proved. Furthermore, as the variance between the Adjusted R
square and the R square is very low, the model can be taken to be a good fit model.
ANOVAa
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 11.705 2 5.852 30.766 .000b
Residual 27.963 147 .190
Total 39.668 149
a. Dependent Variable: EP
b. Predictors: (Constant), Do believe that the Leadership style has an impact on
the Employee Performance, Ls
The given table is one of the most decisive tables of the Regression Analysis and assists
in determining the relationship which exists between the Leadership Style and the Employee

59DISSERTATION
performance. With reverence to this, it can be fairly mentioned that, the value of the Significant
F helps in determine the P value of the mode. When the P value of the model is less than 0.05
then in such a case, the Null Hypothesis can be rejected and the Alternate hypothesis is accepted
which reflects that, the Independent variable le has a strong impact on the dependent variable. As
the value of the Significant F in this case is very low as compared to the base 0.05, the model has
been able to offer the connection between the Independent variable and the Dependent variable.
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 2.280 .271 8.399 .000
Ls .468 .060 .540 7.786 .000
Do believe that the
Leadership style has an
impact on the
Employee Performance
-.013 .032 -.029 -.411 .682
a. Dependent Variable: EP
The given table offers the Regression analysis equation and the other coefficient values

60DISSERTATION
4.4 Hypothesis Testing
Hence, from the given analysis, the Anova table assisted in providing the P value of the
regression. The Regression hypothesis which had been set out earlier can be stated to be as
follows:
Independent variable: Leadership styles
Dependent variable: Employee performance
Alternate Hypothesis (H1): The Leadership style has a strong impact on the Employee
Performance at HSBC
Null Hypothesis (H0): The Leadership style does not have a strong impact on the employee
performance at HSBC
Therefore, as the value of P is less than 0.05, the Null Hypothesis is disallowed, and the
Alternate Hypothesis has been accepted which reflects that The Leadership style has a strong
impact on the Employee Performance at HSBC.
4.5 Findings
Therefore, having conducted the research, the findings of the analysis are as follows:
 Through the normality test, it was concluded that the data which had been collected for
the research can be stated to be normally distributed. Hence, the data collection can be
stated to be accurate in nature.
 From the reliability test, it could be assessed that the value of Cronbach`s Alpha is above
0.7 which states that the internal consistency of the data can be verified adequately.

61DISSERTATION
 From the descriptive demographic statistics it was assessed that, the views and responses
of a large number of participants had been collected and therefore, this contributed to the
efficiency of the data which was collected for the research (Rhodes, 2015).
 Additionally, the correlation analysis reflected the values of the correlation coefficient
between the Independent and the Dependent variables.
 Lastly, the Regression Analysis helped in assessing the Hypothesis. Hence, in regard of
this, it can be fairly stated that the alternate hypothesis was accepted.
 In line of this, it can be fairly mentioned that, the Leadership Style at HSBC had a strong
impact on the employee performance and therefore the managers and leaders at the
HSBC are required to guide the employee performance in a manner such that the leaders
will be required to adopt the right style to take the firm to the right track.
4.6 Discussion
From the statistical analysis which was performed on the data it can be indicated that the
leader’s style and the management is efficaciously able to increase the employee performance
(Schuh et al. 2018). The transformational leadership style which is appropriate tends to offer the
employees with the freedom to perform well and can be taken to be the most effective
leadership style which the employees at Hsbc like to work under. It was reflected that if the
supervisors exhibited more transformational leadership style, then the employees would really
perform we and achieve their targets efficaciously. A single hypothesis was set for the paper and
from that hypothesis it can be reflected that the leadership style which a manager tends to
practice in organization like Hsbc has a very strong impact on the overall performance of the
employees. This can be contributed to a large number of reasons such as the convenience to

62DISSERTATION
work, increase employee engagement, the increase employee roles, the motivation received, the
encouragement and other such related factors (Shields et al., 2015).
From this study it could also be reflected their various types of leadership style like the
transformational leadership style, autocratic leadership style, democratic leadership style and the
delegative leadership style generally govern a manager. In the second chapter, it was found that
the Laissez Faire leadership style has negative impact as it gives too much autonomy to the
different employees who tend to take advantage of this, and organizational objectives cannot be
achieved efficaciously. The autocratic leadership style was also found to have negative impacts
as it impacts the employee creativity and forces them to work in a restricted environment which
led to a poor performance of the different employees. Hence the most appropriate style of
leadership at any banking organization can be understood to be the democratic leadership style
which reflects that a close association could be formed between the employees and their leaders
which would assist the phone achieving its overall objectives and the performance of the
employees can also be enhanced (Ojokuku et al. 2012) Moreover this study examined the various
factors which influence leadership style adoption by the managers and factors which influence
the performance of the employees. It was found that factors like external factors, employee roles,
the overall financial status of the organization and the personality factors can be considered to be
certain factors which impact the style of the leaders and manager at HSBC. On the other hand the
various factors which influence the performance of the employees can be understood to be the
compensation which is paid to them, the culture of the organization and the overall leadership
under which they are governed.
Hence, it can be understood that at HSBC the performance of the employees is greatly
governed by the manager to a great extent. These results were consistent with the hypothesis of

63DISSERTATION
the study and the results also lent a support to the previous studies which have been undertaken
in the given domain and sustains the fact of the positive impact of leadership on the employee
performance (Omolayo, 2007).In line of this can be rightly understood that the study offered an
examination of the topic by providing research from these backgrounds and proving the manner
in which the leadership has a greater role to play in employee performance and organizational
culture.
4.7 Summary
Hence, the given chapter outlined the manner in which the different tools which were
applied presented their results. The objectives of the results have been achieved and the
hypothesis has been tested adequately. Therefore, this reflects that, the firm must undertake to
adopt a right Leadership style so as to confirm a good relationship between employee
performance and the organizational goals.

64DISSERTATION
Chapter 5: Conclusion
5.1 Overview
Therefore, from the above study it can be fairly concluded that the leadership style has a
major role to play in determining the overall employee performance in an organization. The
study undertaken was subjected to the operation of the HSBC bank. The study followed a
systematic format whereby the survey of the different employees was conducted. The number of
employees which were chosen for the survey was 150 which represented an adequate measure of
the total population. In the survey they were asked questions about the overall work experience,
the work environment and the manner in which the leadership tends to influence them to perform
better and to raise expectations of the organization. Based on the various results it can be
concluded that the democratic leadership style is the most efficient leadership style which will
influence an employee to perform well. Therefore when the leaders at HSBC rely the democratic
approach the performance would increase. Hence it is recommended to the different leaders at
Hsbc to drop all other Leadership Styles which they have been adopting and thereby adopt the
democratic leadership style to involve the team associates in the decision-making which would
confirm that the firm is efficaciously able to achieve audit objectives.
The study was based on a systematic set-up whereby the first chapter laid down the
overall contextual of the paper followed by a review of literature which analyzed the various
journal articles which had undertaken study based on the similar topics. The third chapter laid
down the different research methodology which was followed for the paper and the ways of data
collection and analysis techniques. The fourth chapter presented the results of the analysis which
were mentioned earlier and thereby presenting an analysis and findings of the same. The last

65DISSERTATION
chapter of the paper is the conclusion chapter which will be followed by certain
recommendations which can be made to the different leaders at HSBC to confirm that they are
being able to improve the employee performance at the bank.
5.2 Linking to Objectives
The different objectives which had been shut down for the paper can be examined as
follows.
The first objective was to comprehend the concepts of leadership and employee
performance. The leadership as a concept was thoroughly examined and understood in the
literature review chapter along with the examination of the employee performance as an overall
subject. Each of these topics was examined critically and the factor affecting leadership styles
and improve performance at HSBC was also undertaken. The second objective was to throw
light on the different leadership styles which are available. Those large numbers of leadership
styles which are available were laid down in the review of literature chapter. These can be
understood to be the autocratic, democratic and Laissez Faire leadership styles which were
discussed critically with examples. The advantages as well as disadvantages of each leadership
style were also offered.
The third objective was to analyze the manager leadership style can be applied in a firm
and has an impact on the employee performance. This objective was achieved by analyzing the
survey results and hence it was determined that the leadership style taken at HSBC has a very
strong impact on the performance of the employees.
The relationship between the employee performance of the leadership style was also
determined with the help of the hypothesis which was tested in the previous chapter with the help

66DISSERTATION
of the regression analysis. It could be determined that the null hypothesis could be rejected and
the alternate hypothesis was accepted which meant that the leadership style has a very strong
impact on performance. In the following section certain recommendations will be offered which
will help in improving the leadership styles and thereby improving their employee performance
at HSBC.
5.3 Recommendations
The different organizations would be required to have highly capable leaders who can
lead the employee efficaciously and be able to assist them in achieving the organizational goals.
As the findings of the research stated that the impact of leadership styles on the employee
performance is very high and that the democratic leadership style is the most appropriate
leadership style which can be taken, it can be stated that the leaders of Hsbc must be trained to
use this leadership style so as to progress the performance of the organization (Babatunde,
(2015). In addition to this it is the duty of the HR department to confirm that the right kind of
leader is recruited for the overall purpose of the firm. HSBC show also confirm that they are
being able to improve the employee engagement in organization so as to see to it that the
employees are made to feel the most important aspect of the firm and that they are being able to
encourage to improve the performance of the firm at large. Additionally, the seniors at the Bank
need to come up with the agenda that certain training programs or mentoring by the professionals
for the different leaders and supervisors is conducted. These professionals and the trainers can
use the results from the given study and utilize them to develop a good and healthy culture at
HSBC which would encourage the leaders to use the democratic leadership style. The firm can
also offer training program improve the leadership style and overall management of the
supervisor which can be designed based on the needs of the employees and the current problems

67DISSERTATION
which are being faced by the firm (Benjamin, 2015). The firm should also involve the employees
in the various decision-making aspects and offer them with the opportunity to give suggestions
so that the leadership of the firm can be improved. Moreover various policies and procedures can
be designed so that a feedback system can be developed which will help in determining the lack
in the system immediately and hence the firm should take these lacks seriously and device
measures to improve them (Bhatti, 2012).
5.4 Future scope
The future scope of the study can be stated to be examining of the of leadership styles
which are appropriate for Hsbc in a more comprehensive manner. Moreover inclusion of
different variables could also be taken into the analysis to determine the results. In addition to
this the future researcher may enlarge the same sample size and include different industries such
as travelling and retail industries as well to determine the impact of the independent variable on
the dependent variable. Moreover, instead of employee performance aspects such as the work
outcomes, work performance and work commitment can also be taken by the researcher to
expand the area of research.
5.5 Limitations of the study
The section of the paper will determine the various limitations that are possibly present in
the paper. The different limitations can be underlying to be the accuracy of the research
outcomes. As a sample size of 150 employees has taken it is not necessary that the research
outcomes may actually represent the real situation. The next concern is that the respondents
which have been undertaken in the study may be biased in nature and would be answering
without any consideration to save the time and save the job. As the 150 sample size has been
selected it is not necessary that the appropriate number of employees and the appropriate type

68DISSERTATION
employees who would be able to answer the question have been selected. Additionally, only the
quantitative analysis was undertaken which can be proved as a limited research method.
Therefore from the given chapter it can be largely concluded that the said he was able to achieve
all subjective and thereby determine the nation ship between independent variable and a
dependent variable which is this leadership style and formants at the HSBC bank

69DISSERTATION
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Appendix
Questionnaire
The impact of the Leadership style on the Employee Performance: A case study of HSBC
Section1 General Information (Please choose the most convenient answer)
Gender ☐ Male ☐ Female
Age group (years) ☐ 18 -29 ☐30-39 ☐40-49 ☐50+
Education
a. Up to High School
b. Diploma
c. Bachelor Degree
d. Master/Doctorate
Years working with the bank ☐<3 years ☐3-6 years ☐7+ years
Income
a. ->
b. $5000-$10000
c. $10000-15000
d. $15000-20000
e. $20000<
Department
a. Marketing
b. Sales
c. Commercial banking
d. Entrepreneurial Banking
e. Office management

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f. Others
Post
a. Manager
b. Employee

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SECTION B: Leadership Style
Organizational Environment
The banking environment influences you to perform well. SD D N A SA
The firms environment is peaceful SD D N A SA
The employees contribute to the firms environment SD D N A SA
Organizational Resources
The firm has commendable facilities SD D N A SA
The organization tends to offer the different employees with
amenities SD D N A SA
Employee roles
The employees help in decision making SD D N A SA
As an employee you are well aware of your role SD D N A SA
The role description is suitable to you SD D N A SA

79DISSERTATION
Organizational Culture
The culture of the firm is very supportive in nature SD D N A SA
The leaders have a sound relationship with the employees SD D N A SA
The Organizational culture can contribute to the performance SD D N A SA
External Factors
Political factors influence leader behavior SD D N A SA
Economic factors influence leader behavior SD D N A SA
The socio-cultural factors influence the manner in which the
leaders tend to perform. SD D N A SA
The technological factors have an influence on leadership style SD D N A SA
Personality Influences
The personality of the leader influences the style SD D N A SA
The personal life of the leader also influences the style SD D N A SA

80DISSERTATION
SECTION C: Employee Performance
Diversity
A diverse organization demands a diverse leadership style SD D N A SA
Leadership style changes with reverence to the employee’s
background SD D N A SA
Job self sufficiency
You are satisfied with the job SD D N A SA
You are satisfied with the roles SD D N A SA
You are satisfied with your working hours SD D N A SA
Working conditions
You appreciate the current office design SD D N A SA
You appreciate the current working conditions SD D N A SA
You have all the amenities SD D N A SA

81DISSERTATION
SECTION D: Impact of Leadership style on Employee Performance
Leadership
The leader of the department is doing a fine job SD D N A SA
The leader motivates the employees SD D N A SA
Compensation
You are satisfied with the compensation given to you SD D N A SA
You believe in performance management system of the firm. SD D N A SA
The pay is linked to your effort SD D N A SA
Conflicts
Conflicts take place regularly SD D N A SA
The management takes active part in resolving the conflict SD D N A SA
Office conflicts demotivate you SD D N A SA

82DISSERTATION
Do believe that the Leadership style has an impact on the
Employee Performance
S
D
D N A
S
A

83DISSERTATION
Normality
Descriptives
Ls Statistic Std. Error
EP 2.50 Mean 3.0000 .00000
95% Confidence Interval for
Mean
Lower Bound 3.0000
Upper Bound 3.0000
5% Trimmed Mean 3.0000
Median 3.0000
Variance .000
Std. Deviation .00000
Minimum 3.00
Maximum 3.00
Range .00
Interquartile Range .00
Skewness . .
Kurtosis . .
3.00 Mean 3.7833 .07460
95% Confidence Interval for
Mean
Lower Bound 3.6308
Upper Bound 3.9359
5% Trimmed Mean 3.7963
Median 4.0000
Variance .167
Std. Deviation .40860
Minimum 3.00
Maximum 4.50
Range 1.50
Interquartile Range .50
Skewness -1.041 .427
Kurtosis .035 .833
3.50 Mean 3.9857 .05971
95% Confidence Interval for
Mean
Lower Bound 3.8644
Upper Bound 4.1071
5% Trimmed Mean 3.9841
Median 4.0000
Variance .125
Std. Deviation .35326
Minimum 3.00

84DISSERTATION
Maximum 5.00
Range 2.00
Interquartile Range .00
Skewness .040 .398
Kurtosis 5.867 .778
4.00 Mean 3.8707 .04693
95% Confidence Interval for
Mean
Lower Bound 3.7767
Upper Bound 3.9647
5% Trimmed Mean 3.9023
Median 4.0000
Variance .128
Std. Deviation .35738
Minimum 3.00
Maximum 4.50
Range 1.50
Interquartile Range .00
Skewness -1.961 .314
Kurtosis 2.533 .618
4.50 Mean 4.7500 .13056
95% Confidence Interval for
Mean
Lower Bound 4.4626
Upper Bound 5.0374
5% Trimmed Mean 4.7778
Median 5.0000
Variance .205
Std. Deviation .45227
Minimum 4.00
Maximum 5.00
Range 1.00
Interquartile Range .75
Skewness -1.327 .637
Kurtosis -.326 1.232
5.00 Mean 4.7000 .15275
95% Confidence Interval for
Mean
Lower Bound 4.3544
Upper Bound 5.0456
5% Trimmed Mean 4.7222
Median 5.0000
Variance .233
Std. Deviation .48305
Minimum 4.00

85DISSERTATION
Maximum 5.00
Range 1.00
Interquartile Range 1.00
Skewness -1.035 .687
Kurtosis -1.224 1.334
Descriptive Statistics
N Minimum Maximum Mean
Std.
Deviation Variance Skewness Kurtosis
Statistic Statistic Statistic Statistic Statistic Statistic Statistic
Std.
Error Statistic
Std.
Error
EP 150 3.00 5.00 3.9767 .51598 .266 .020 .198 .719 .394
Ls 150 2.50 5.00 3.7400 .59562 .355 .133 .198 -.263 .394
Gender 150 1 2 1.39 .489 .239 .470 .198 -1.803 .394
Age group 150 1 4 2.35 .934 .872 .355 .198 -.701 .394
Education 150 1 4 3.17 .817 .668 -.779 .198 .093 .394
Years working
with the bank
150 1 3 2.08 .871 .759 -.157 .198 -1.671 .394
Income 150 1 5 3.53 1.283 1.647 -.408 .198 -.924 .394

86DISSERTATION
Department 150 1 6 3.21 1.407 1.981 -.240 .198 -1.108 .394
Post 150 1 2 1.53 .501 .251 -.108 .198 -2.015 .394
Valid N (listwise) 150