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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM67187
Volume:
10 |
9 |
Sep 2026
Pages:
1-15
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
Graduate School of Management, Postgraduate Centre
Management and Science University
Graduate School of Management, Postgraduate Centre
Management and Science University
This conceptual article examines how managerial leadership can be understood when operational performance and workforce morale are treated as connected outcomes in industrial manufacturing. The argument is built around the Full Range Leadership Model and draws directly on the theoretical and literature-review foundation developed in the first author's postgraduate research. Transformational, transactional and laissez-faire leadership are considered alongside Social Exchange Theory, Self-Determination Theory, Herzberg's Two-Factor Theory, Equity and Organisational Justice Theory, Effort-Reward Balance, Role Theory and the Job Demands-Resources model. The article keeps the original six direct leadership-outcome relationships and places them in a broader discussion of contemporary manufacturing, including Industry 4.0, workforce change and the distinction between passive leadership and structured delegation. The central argument is that manufacturing leadership should not be assessed only through production outcomes or only through employee attitudes. The same managerial behaviour can shape both. Transformational leadership provides a relational and developmental route, transactional leadership provides structure and exchange clarity, and laissez-faire leadership can create risk when non-intervention reflects absence rather than deliberate delegation. The framework is intended to support future empirical testing using stronger multi-source and longitudinal designs.
KEYWORDS
The central contribution of this article is to keep operational performance and workforce morale in the same leadership conversation. Manufacturing systems depend on technology, standards and process discipline, but those systems are enacted by people who interpret priorities, coordinate work and respond to uncertainty. FRLM provides a useful structure for comparing transformational, transactional and laissez-faire leadership, while the complementary theories explain why the same style may reach operational and workforce outcomes through different routes. The six direct relationships remain deliberately simple. Their value is not that they settle the question, but that they provide a clear platform for testing when leadership supports both performance and morale, when trade-offs appear, and when context changes the meaning of managerial behaviour. As manufacturing becomes more digital and more dependent on skilled judgement, that combined perspective becomes increasingly relevant.
Agazu, B. G., Kero, C. A., & Debela, K. L. (2025). Transformational leadership and firm performance: A systematic literature review. Journal of Innovation and Entrepreneurship, 14(1). https://doi.org/10.1186/s13731-025-00476-x Ahsan, M. J., & Khalid, M. H. (2023). Laissez-Faire leadership. In Advances in hospitality, tourism and the services industry (AHTSI) book series (pp. 61–72). https://doi.org/10.4018/978-1-6684-6713-8.ch004 Al-Alqam, M. S., Rehman, A. U., & Alsultan, M. (2022). Study of Saudi Arabian Manufacturing and Service Organisation Sustainability and Future Research Directions. IOP Conference Series Earth and Environmental Science, 1026(1), 012004. https://doi.org/10.1088/1755-1315/1026/1/012004 Al-Anazi, M., Al-Mubarak, F., & Hariri, R. (2024). The role of transformational leadership in enhancing employee commitment and loyalty in the private sector in Riyadh province. International Journal of Financial Administrative and Economic Sciences, 3(4), 225–271. https://doi.org/10.59992/ijfaes.2024.v3n4p7 Algahtany, M., & Bardai, B. (2019). Quality attention/ contingent reward and leadership styles (Transformational / transactional). International Journal of Economics and Management Studies, 6(2), 57–81. https://doi.org/10.14445/23939125/ijems-v6i2p107 Alharbi, S., Mansor, Z. D., & Leong, Y. C. (2025). The Impact of leadership styles on Employee Innovative Performance: The Mediating role of Innovative Behaviour in Saudi Manufacturing SMEs. Advances in Social Sciences Research Journal, 12(07), 53–69. https://doi.org/10.14738/assrj.1207.19083 Alhashedi, A. a. A., Bardai, B., Al-Dubai, M. M. M., & Alaghbari, M. A. (2021). ORGANISATIONAL CITIZENSHIP BEHAVIOUR ROLE IN MEDIATING THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON ORGANISATIONAL PERFORMANCE IN GOLD INDUSTRY OF SAUDI ARABIA. Verslas Teorija Ir Praktika, 22(1), 39–54. https://doi.org/10.3846/btp.2021.12774 Ali, M., & Ullah, M. S. (2023). Role of laissez-faire leadership in talent management: Evidence from the pharmaceutical industry of Bangladesh. Heliyon, 9(6), e17234. https://doi.org/10.1016/j.heliyon.2023.e17234
Publication Date
9/11/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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The authors declare no conflict of interest related to this research work.
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