Leadership and HRM: Evaluating New Leadership Styles for effective Human Resource Management

Abstract

The purpose of this study was to evaluate new leadership styles (transformational, transactional and Laissezfaire) among academic HRM executives in perception of teaching staff at university level in Punjab, Pakistan. A sample of 200 teachers was selected from four public sector universities of Punjab .A self developed questionnaire was used to collect data. The data was analyzed by applying descriptive statistical techniques, i.e. mean and percentages. It was found that most of the academic HRM executives exhibit laissez faire leadership at their workplace. While transactional and transformational leadership was found to be at minimum extent. Key Terms: Human Resource Management, New Leadership, Transformational leadership, Transactional leadership and Laissez-faire leadership

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