1

Abstract:
This research thesis investigates the impact of integrated leadership on employee
attitudes and behaviors of employees in telecommunication sector of Pakistan.
Five leadership roles ( ) have been studied in integrated leadership and its
relationship have been studied with 6 dependent variables particularly justice
(distributive, procedural and interactional), job stress, organizational politics,
affective commitment, job performance and empowerment.
It is an empirical study with cross-sectional design based on survey method. The
data is collected through questionnaire tool from the employees of 5
telecommunication companies in twin cities of Islamabad and Rawalpindi.
Sample size is 250 and employees belong to three management levels( upper,
middle and lower).
For data analysis, descriptive statistics, reliability analysis, correlation analysis
and linear regression analysis have been applied using SPSS 15.
The results indicated that integrated leadership is significantly related to all
dependent variables except affective commitment which was dropped from
analysis due to insignificant reliability.
Key Words: Integrated Leadership, distributive, procedural, interactional justice,
job stress, organizational politics, job performance and empowerment.
Chapter # 1
1.1INTRODUCTION
Integrated leadership is very essential for leadership effectiveness. Researchers
(Fernandez, 2005; Hunt, 1991; Van Wart, 2005; Yukl, 2002) have evidenced that
2

integrated leadership is very important for leadership effectiveness. Integrated
Leadership has been defined by many researchers. In 2006, Wilson has studied
that there is the balance of Essence and form in effective leadership. Leaders who
integrated both essence and form have achieved high Leadership effectiveness.
Essence is the identity that is given to the leaders by their qualities and form is
what a leader does to achieve its goals. Fletcher and Kaufer (2003) explained that
new models showed leadership as a shared phenomenon arising at various levels
and dependent on social relations and system of influence. Researchers have
begun to develop various integrated leadership models to explain leadership
effectiveness. In 2010, Fernandez has examined the relationship between
integrated leadership and organization performance. They analyzed that integrated
leadership have a significant role in organization and have a positive effect on
performance. Researchers have not done so much work on integrated Leadership.
This study creates two important contributions to the developing research on
integrated leadership. First the concept of integrated leadership in public and
private sector of Islamabad. Integrated leadership in the public and private sector
in this study involves five leadership roles performed collectively by directors,
managers, team leaders and executives in private and public organization. Second,
the relationship between integrated leadership and performance in the public and
private sector and effect of integrated leadership on distributive, procedural,
interactional justice, job stress, organizational politics, job performance and
empowerment.
1.2Integrated Leadership
In 2010, Fernandez defined integrated leadership as a combination of five
leadership roles which are very important for the success of leaders: task, relation,
change, diversity and integrity-oriented leadership. The first two roles are derived
by the (Yuki, Gordon, and Tabers (2002) and the third role Change-oriented
3

leadership is identified by Ekvall and Arvonen (1991) and Lindell and Rosenqvist
(1992).The other two roles diversity and integrity-oriented roles are derived from
modern public management research. These roles are mutually performed by
Leaders, directors and managers. These roles are very important for improving the
management and performance of the organization.
1.2.1Significance of integrated leadership
Integrated leadership is very essential for leadership effectiveness. Integrated
leadership combines five leadership roles which are very important for the
success of leaders: task; relations; change; diversity and integrity-oriented
leadership. Task-oriented leadership involves setting goals of the organization,
Planning, defining roles of the subordinates. True task-oriented leaders bring
success to their organization by setting goals. Relation-oriented leaders are
responsible for the welfare of subordinates by keeping good relations with them.
They are responsible for recognizing and appreciating their work, providing them
with opportunities and involved them in decision making. Change-oriented
leaders are responsible for bringing flexibility and innovation, making changes to
the system and processes, adapting to the external environment. Diversity-
oriented leadership help in improving the quality of leadership this will improve
the performance of the leadership. Integrity-oriented leadership focus on the
importance of fairness within the organization and this is very important factor for
employee satisfaction. All these roles help Organization to achieve high
performance.
1.2.2 Research Objective
After studying the whole literature, we arrived at conclusion that many
researchers have identified the effect of integrated leadership on different
variables but not studied the effect of integrated leadership
4

onsevenvariables (distributive justice, procedural justice, interactional
justice, job stress, organizational politics, job performance and
empowerment). Hence we explore the gap of research regarding the effect
of integrated leadership on justice (distributive, procedural, interactional),
job stress, organizational politics, job performance and empowerment.
To identify the concept of integrated leadership in public and private
sector of Islamabad and Rawalpindi.
To identify the effect of integrated leadership on justice, job stress,
organizational politics, job performance and empowerment.
1.2.3 Problem Statement
Concept of integrated leadership in public and private sector of Islamabad and
Rawalpindi and its impact on justice, job stress, organizational politics, job
performance and empowerment.
1.2.4 Research Question
What is the impact of integrated leadership on employee attitude and behavior in
public and private sector of Islamabad and Rawalpindi?
Our study included all levels of management i.e. top, middle and lower to check
concept of integrated leadership. Our respondents were from PTCL, Wateen,
Ufone, Telenor, Warid, and ABL. Integrated leadership increases the performance
of the organizations.
After conducting this research we would able to identify
Does integrated leadership improves fairness practices within the
organizations?
Does integrated leadership reduces job stress within the organizations?
5

Does integrated leadership reduces politics within the organizations?
Does integrated leadership increase the performance of the organizations?
Does integrated leadership have positive impact on empowerment?
In this essence, we develop a model, in which weproposed that integrated
leadership has significant impact on justice, job stress, organizational politics, job
performance and empowerment.
CHAPTER#2
2.1 Literature Review and Theoretical Framework
Integrated leadership is very essential for leadership effectiveness. Researchers
(Fernandez, 2005; Hunt, 1991; Van Wart, 2005; Yukl, 2002) have evidenced that
integrated leadership is very important for leadership effectiveness. Integrated
Leadership has been defined by many researchers. In 2006, Wilson has studied
that there is the balance of Essence and form in effective leadership. Leaders who
integrated both essence and form have achieved high Leadership effectiveness.
Essence is the identity that is given to the leaders by their qualities and form is
what a leader does to achieve its goals. Fletcher and Kaufer (2003) explained that
new models showed leadership as a shared phenomenon arising at various levels
and dependent on social relations and system of influence. Researchers have
begun to develop various integrated leadership models to explain leadership
effectiveness. In 2010, Fernandez has examined the relationship between
integrated leadership and organizations performance. They analyzed that
integrated leadership have a significant role in organization and have a positive
effect on performance. Researchers have not done so much work on integrated
Leadership. This study creates two contributions to the emerging research on
integrated leadership. First is the concept of integrated leadership in public and
6

private sector of Islamabad. Integrated leadership in the public and private sector,
in this study, involves five leadership roles performed collectively by supervisors,
managers, team leaders and executives in private and public organization. Second,
the relationship between integrated leadership and performance in the public and
private sector and effect of integrated leadership on perceived justice, stress, job
performance, organizational commitment and empowerment.
2.2Integrated Leadership
In 2010, Sergio Fernandez defined integrated leadership as a combination of five
leadership roles which are very important for the success of leaders: task,
relations, change, diversity, and integrity-oriented leadership. The first two roles
are derived by the (Yuki, Gordon, and Tabers (2002) and the third role Change-
oriented leadership is identified by Ekvall and Arvonen (1991) and Lindell and
Rosenqvist (1992).The other two roles diversity and integrity-oriented roles are
derived from modern public management research. These roles are mutually
performed by Leaders, directors and managers. These roles are very important for
improving the management and performance of the organization.
Task-oriented leadership
Task-oriented leadership involves setting goals of the organization, planning,
defining roles of the subordinates, keeping strong channels of communication,
observing compliance with procedures and goal accomplishment and providing
feedback. True task-oriented leaders bring success to their organization by setting
goals, assigning labor, and implementing sanctions. In 1990, Bass analyzed that
true task-oriented leaders make structure for their employees, define the roles of
employees, tell them importance of the goals and tell them how to achieve these
goals.
7

Relation-oriented leadership
Relation-oriented leaders are responsible for the welfare of subordinates by
keeping good relations with them. They are responsible for recognizing and
appreciating their work, providing them with opportunities for individual growth,
and involved them in decision making. Relation-oriented behavior have
similarities with participative leadership to the level that both give subordinates
opportunity to involved them in decision making(Likert, 1967;Vroom & Yetton,
1973) Relationship-oriented behavior raises a pleasant and emotionally helpful
work environment that gives a higher level of employee job satisfaction and
motivation. Relationship-oriented leadership gives high performance by
producing open networks of communication, increasing individual responsibility
among team members, and encourages subordinates commitment to the leader
and organization.
Change-oriented leadership
In 2002, Yuki said that change-oriented leaders are responsible for bringing
flexibility and innovation, increasing strategic decisions, adapting to change in the
environment, making changes to the system and processes. The literature
recommends that in three fundamental ways change oriented leadership affects
organizational performance. Researchers (Ekvall & Arvonen, 1991)found that
change-oriented leadership helps leaders to achieve high performance by making
organization adaptive to the external environment. Change oriented leaders can be
more active by finding most capable strategic initiatives for the organization and
change-oriented can help employees to find better solution to the problems.
Researchers (Bass, 1985; Bass & Avolio, 1990) have found that change-oriented
and transformational leadership are same to some extent because both bring
changes in the lives of subordinates and in organizations. Researchers
8

(Fernandez & Rainey, 2006; Light, 1998) analyzed that managing organizational
change in public sector is very crucial. Change oriented leadership is very
important to improve performance in the public sector (Fernandez, 2008; Lindell
& Rosenqvist, 1992a, b)
Diversity-oriented leadership
The fourth role which makes up integrated leadership is diversity-oriented
leadership. Diversity-oriented Leadership help in improving the quality of
decisions of leadership. This will help in increasing the value as well as the
performance of the organization through the skills, experience and knowledge of
diverse stakeholders. Many researchers (Richard, Barnett, Dwyer, & Chadwick,
2004) have analyzed that the relationship between diversity and performance is
complex. In diversity and performance research it is very hard to identify positive
relationships between diversity and performance (Horwitz & Horwitz, 2007;
Webber & Donahue, 2001).McLeod, Lobel, and Cox (1996) found that quality of
the decision increases because of the ideas produced by diverse group then by the
similar group. Effective decisions taken in the organization improves the
performance of the organization.
Integrated-oriented leadership
Integrity-oriented leadership emphasized the importance of fairness within the
organization and this is very important factor for employee satisfaction and
enhances employee motivation. In 1965, Adams explained that performance of
the employee improves by keeping fairness maintained within the organization.
Now many scholars have analyzed that the importance of justice within the
organization increases the performance of the employees.
9

All these roles help Organization to achieve high performance. Fernandez
suggests that these five roles of integrated leadership are very important to
achieve leadership effectiveness. Many researchers have made integrated models
to achieve leadership effectiveness. These models help organization to achieve its
goals and objectives and increase the performance of the Leaders, employees and
organization.. In 2006, Wilson has studied that there is the balance of Essence and
form in effective leadership. Leaders who integrated both essence and form have
achieved high Leadership effectiveness. Essence is the identity that is given to the
leaders by their qualities and form is what a leader does to achieve its goals.
Wilson studied Role of leader is to create value and success by engaging people
providing their full energy. This statement contains three very important elements.
Engage People: Leaders engage people to achieve targeted goals. They direct and
motivate subordinates to achieve targeted results. In 1994, Goldstein said that
goals provide sense of direction and purpose.Providing full energy: Leaders
motivate subordinates to give all of their skills, expertise, and capacity to the
organization. In 1991, Locke suggested that effective leaders motivate employees.
Leaders motivate subordinates to achieve targeted result (Bass, 1985). Value and
success: True leaders know that all the employees, customers and stakeholders
must gain value from the organization to survive and grow. In 2011, Johnson
emphasized that employees must take part in the success of the organization and
must know the strategy of the organization. Leaders focus on having capable
employees, by providing good quality product and services to customers and fair
return to stockholders. Leaders who have created value and success by engaging
people in providing their full energy have successfully performed effective
leadership. Wilson said that the leaders who integrate both of them achieve
effective leadership.
Integrated Leadership and Justice
10

Justice
Justice plays very important role in the organization. Justice means giving each
employee in the organization what he or she deserves. Justice within the
organization improves employee motivation and performance. Justice provides
evidence that the top management of the organization ishonest, reducing fear of
corruption while implementing the rules and regulations of the organization
(Lind, 2001; Tyler & Lind, 1992; Van den Bos, 2001a).Justice reduces
uncertainty in the organization and makes future events more manageable and
expectable (Lind & Van den Bos, 2002; Thibaut & Walker, 1975).Injustice can
impact job attitude and behavior within the organization and reduces the
performance of the organization. There are four types of justice.
Distributive justice
Distributive justice is giving all subordinates of the company fair share of the
profit and available incomes. In 1961, Homans said that distributive justice refers
to the perceived fairness of decision results and is decided by judging whether
rewards are proportional to cost whether results adhere to opportunities (Blau,
1964), and whether result and efforts put match those of the comparison
other(Adams, 1965).
Procedural justice
Procedural justice is making and implementing fair procedures and policies in the
organization. In 1980, Leventhal said that procedural justice is fairness of
decision making process and procedures and is judged whetherprocedures are
correct, consistent, fair, and open to subordinates input (Thibaut & Walker, 1975).

Interactional justice
11

In 1986, (Bies & Moag) described that the interactional justice is the fairness
implementation of policies and procedures in the organization. All the employees
get fair benefits.
Interpersonal justice
Interpersonal Justice captures the honesty and respectfulness of top management
communication and informational Justice is the use of honest and fair information
for making decisions (Colquitt, 2001; Greenberg, 1993a).
Role of a leader is very important to promote justice within the organization.
Relationship between Integrated Leadership and Justice
Integrated Leadership plays very important role to promote justice within the
organization. The integrity-oriented leadership is the final leadership role that
makes up integrated leadership. Integrity-oriented leadership emphasized the
importance of fairness within the organization and this is very important factor for
employee satisfaction and enhances employee motivation. In 1965, Adams
explained that performance of the employee improves by keeping fairness
maintained within the organization. Public managers have strong demands for
fairness, equal treatment of all employees in political environment (Rainey,
2003).In 2006, U.S Office of Personnel Management (OPM) identified that
Integrity is very important role for senior executive Service. Federal Managers
also identified integrity as the most important competence for Senior Executive
service (National Academy of Public administration, 2003).Fairness Practices
within the organization increases the performance of employee and organization
(Colquitt, Conlon, Wesson, Porter, & Ng, 2001). Now many scholars have
analyzed that the importance of justice within the organization increases the
performance of the employees. Many scholars emphasized that integrated
12

leadership role is to promote fairness in the organization because it improve the
performance of the organization. But researchers have not shown the impact of
integrated leadership on justice. They have not done so much work on it. This
study identifies impact of integrated leadership on justice.
Integrated Leadership and Stress
Stress
Stress is defines as an unpleasant physical and emotional state resulting from poor
work experiences, which is difficult for the subordinates to control(Beehr &
Bhagat, 1985; Hart & Cooper, 2001).Work that give rise to stress are often
denoted as stressors, while the effect of stress on employee health or behavior are
denoted as strain(Hart & cooper, 2001; Kahn & Byosiere, 1992).There are various
factors affecting stress is huge workload, extra working hours, poor working
environment, separation, lack of independence, poor relationship among
coworkers and management and less opportunities provided to coworkers by
management. Job stress reduces the employee motivation and performance. It also
reduces overall performance of the organization. Role of leader is to reduce job
stress within the organization.
Relationship between Integrated Leadership and Stress
Integrated Leadership help leaders to reduce job stress by reducing workload of
subordinates, providing good working environment, opportunities and reward and
also involved them in decision making.
Integrated Leadership and Organizational Politics
Organizational Politics
13

In 1978, Johns defined Politics in an organization is that all the employees bring
their own desires, interests, needs and wants to the workplace which leads to the
variety of interests. Most defined its not a legalbehavior (Ferris, Russ and Fandt,
1989; Gandz and Murray, 1980; Porter, Allen and Angel, 1981) Politics in an
organization can be positive and negative. Everyone should practice politics in an
organization positively so it has a positive effect on the organization. Leaders
should encourage clear and consistent communication to eliminate uncertainty
and politics in an organization. If Leader will not communicate clearly then it will
affect politics in the organization. It is very important for the leader to maintain
political environment positively in the organization to achieve high level of
employee satisfaction, objectives and goals of the organization.
Relationship between Integrated Leadership and Organizational Politics
Integrated Leadership can help leaders to maintain political environment
positively in the organization and can help leaders to achieve organizational goals.
By setting goals of the organization, planning, defining roles of the subordinates,
keeping clear channels of communication, observing compliance with procedures
and goal accomplishment and providing feedback. Task-oriented leadership of
integrated leadership encourages clear and consistent communication to eliminate
uncertainty and politics in an organization. Integrated leadership is to maintain
political environment positively in the organization to achieve high level of
employee satisfaction, objectives and goals of the organization.
Integrated Leadership and job performance
Job Performance
In 1990, Campbell defined job performance as subordinate perform and complete
his work in the organization. Each employee performance is measured on the
14

basis of skills and knowledge he possesses, time management, productivity,
organizational skills. Employee performance is measured in a year to check
whether an employee is right for promotion or an employee should be fired. Role
of leader is to improve performance of the employee. Leaders can improve
performance of the employee by identifying weakness of the employees, motivate
them, and improve their skills and knowledge, provide training and development
programs. Employee performance can help organization to achieve its goals and
objectives. If performance of the employee is good then the organizational
performance will be improved but if the performance of the employee is weak
then the organizational performance will be reduced.
Relationship between Integrated Leadership and Job Performance
Integrated leadership can improve skills of employees by motivating them and
train them, by keeping good relations with them so they feel confident about their
job. Integrated leadership increases the performance of the employee. The second
role of integrated leadership is relation-oriented leaders are responsible for the
welfare of subordinates by keeping good relations with them. They are
responsible for recognizing and appreciating their work, providing them with
opportunities for individual growth, and involved them in decision making. In
2010, Fernandez emphasized that relationship-oriented behavior raises a pleasant
and emotionally helpful work environment that gives a higher level of employee
job satisfaction and motivation. Relationship-oriented leadership gives high
performance by producing open networks of communication, increasing
individual responsibility among team members, and encourages subordinates
commitment to the leader and organization. Relationship oriented role of
integrated leadership improves the job performance and satisfaction of employees.
Integrated Leadership and Empowerment
15

Empowerment
In 2010, DuBrin defined Empowerment as to transfer responsibility and decision
making authority from leaders to subordinates. Any kind of shared decision
making, participative management and delegation can be regarded as
empowerment. Gretchen M. Spreitzer defined empowerment includes four
dimensions.
Meaning is the significance of work, estimated in relation to the subordinates
standards and ideals. Work has significance when there is a fit between
requirements of a work role and subordinates activities, beliefs and standards. A
person who is doing significant work is likely to feel empowered.
Competence is employee confidence in his ability to perform a particular task
well. Competent subordinates feel that they have the ability to meet the
performance requirements in a given situation.
Self-determination occurs when a subordinate feel that he can choose the best
technique to resolve a particular problem.
Impact is the degree to which the worker can affect organizational, tactical, or
operational outcomes on the job.
Internal commitment takes place when subordinates are dedicated to a particular
project for individual purposes.
Relationship between Integrated Leadership and Empowerment
Integrated leadership develops Effective Empowering practices in the
organization. In 2010, Fernandez described that relations-oriented role of
integrated leadership involves employees in decision making. Integrated
16

leadership contributes high level of employee performance, satisfaction and
motivation.
Model
During this literature review, we studied many research papers and articles. We
have found that researchers have not done so much work on integrated leadership
and its impact on different variables. Therefore, we decided to analyze the
concept of integrated leadership in Islamabad and Rawalpindi and its impact on
distributive, procedural, interactional justice, job stress, organizational politics,
job performance and empowerment.
THEORETICAL FRAMEWORK




H1
H2
H3
H4

H5


Integrated leadership
Interactional Justice
Procedural Justice
Distributive Justice
Job Stress
Organizational Politics
Job Performance
17

H6

H7




CHAPTER#3
3.1 METHODOLOGY
3.1.1 Research Design
3.1.1 EXPLORATORY STUDY AND HYPOTHESIS
Testing:
We started our research with exploratory study in context of Pakistan. This
relationship has not been tested in Pakistan. We tried to identify the nature of
problem.
Methodology:
Our research methodology was questionnaire. We gathered information from
private and semi government sector of Islamabad and Rawalpindi through
questionnaire.
Sample size
Empowerment
18

Our sample size included 250 employees from six organizations. These
organizations include Wateen, Ufone, Warid, Telenor, PTCL and ABL.
3.2 Type of Investigation
Quantitative study and Correlational study
The study we conducted was quantitative by nature. Our research type was
correlational because we were analyzing the relationship between variables e.g.
the impact of integrated leadership on justice, job stress, organizational politics,
job performance and empowerment.
3.3 Extent of Researcher Interference with the study
Minimal Interference:
We conducteda correlational study in a natural environment of the organization
with minimal interference and with normal flow of work. We collected data
through questionnaire and analyze them to come up with findings.
3.4 Time Horizon
Cross Sectional research
We collected data through preliminary data gathering and search the related topics
on internet.
3.5 Unit of Analysis
Our unit of analysis was individuals. We gathered data through questionnaire.
3.6 Software used for data analysis
Statistical package for the social science (SPSS)
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SPSS is a complete and flexible statistical analysis and data management system.
SPSS is very useful for analysis of data and generates tabulated reports, charts,
and descriptive statistics. SPSS is easy to use and operate. We used SPSS to
analyze our data.
3.7 Independent Variable
Integrated leadership
3.8 Dependent Variable
Distributive justice
Procedural justice
Interactional justice
Job stress
Organizational politics
Job performance
Empowerment
3.9 HYPOTHESIS
Distributive justice
H1: Integrated leadership has a positive impact on distributive justice.
Procedural justice
H2: Integrated leadership has a positive impact on procedural justice.
Interactional justice
H3: Integrated leadership has a positive impact on interactional justice.
Job stress
20

H4: Integrated leadership has a significant impact on job stress. It reduces job
stress.
Organizational politics
H5: Integrated leadership has a significant impact on organizational politics. It
reduces politics in the organization.
Job performance
H6: Integrated leadership has a positive impact on job performance
Empowerment
H7: Integrated leadership has a positive impact on job performance
3.10 SAMPLE AND PROCEDURE
DESCRIPTIVE STATISTICS

The major measures for the study were integrated leadership (task, relation,
change, diversity and integrity-oriented leadership), distributive justice,
procedural justice, interactional justice, job stress, organizational politics, job
performance, commitment and empowerment. We collected data through
questionnaire using a 5 item scale anchored from (strongly disagree) to 5(strongly
agree).
The research was conducted between September 2011 and December 2011. It was
based on the survey of upper, middle and lower level from six organizations of
Islamabad and Rawalpindi, Pakistan. These organizations include public, private
and semi government companies of Pakistan. The research was conducted to
analyze the impact of integrated leadership on justice, organizational politics, job
performance and empowerment. 300 questionnaires were distributed in several
21

locations of public, private and semi government organization out of which 250
participants provided usable data. Private sector organizations include warid,
ufone, wateen, Telenor and semi government organizations include PTCL and
ABL.

Count Column N %
GENDER Male 204 81.6%
Female 46 18.4%

Out of 250 respondents 81.6% were male and 18.4% were females from different
organization of Rawalpindi and Islamabad.

Count Column N %

ORG
WARID 14 5.6%
PTCL 30 12.0%
WATEEN 17 6.8%
TELENOR 88 35.2%
UFONE 80 32.0%
ABL 21 8.4%

The respondents of research consists of 5.6% from Warid, 12% from PTCL,
6.8% from Wateen, 35.2% from Telenor, 32% from Ufone and 8.4% from ABL.
Count Column N %
ORGTYPE Public/Govt 0 .0%
private 165 66.0%
SemiGovt 85 34.0%

Respondent of research consist of 66% from Private sectors Organization and
34% from semi government organization.

22

Count Column N %
DEPT Finance 32 12.8%
Marketing 11 4.4%
Sales 57 22.8%
HR 39 15.6%
Operations 75 30.0%
PRODUCTION 28 11.2%
IT 8 3.2%

We distributed our questionnaire in different departments of organization out of
which 12.8% were from finance, 4.4% from Marketing, 22.8% from sales, 15.6%
from HR, 30% from operations, 11.2% from production and 3.2% from IT
department.

Count Column N %
DESIG Manager 67 26.8%
Accountant 34 13.6%
Engineer 29 11.6%
CSR 41 16.4%
HR 26 10.4%
Coordinator 8 3.2%
OFFICER 45 18.0%

Employees of the different levels contributed in our surveys, 26.8% were
managers, 13.6% were accountant, 11.6% were engineer, 16.4% were Customer
relationship officers, 10.4% were in HR, 3.2% were coordinators and 18% were
officers.


Count Column N %
MGTLEVEL Upper 2 .8%
Middle 233 93.2%
23

Lower 15 6.0%


Employees of the different levels participated in our surveys, 8% from upper
level, 93.2% from middle level and 6% from lower level of the organization.
Count Column N %
FDEGREE Bachelors 62 24.8%
Masters 173 69.2%
MPhil 15 6.0%
PhD 0 .0%
Employees having different qualification participated in our survey, bachelors
were 24.8%, Masters were 69.2%, MPhil were 6%

Count Column N %
SPEC Marketing 68 27.2%
Finance 57 22.8%
HR 49 19.6%
Engineering 37 14.8%
Telecom 17 6.8%
IT 22 8.8%

Employees involved in the research had different qualification, 27.2% were from
background of Marketing, and 22.8% were from finance, 19.6% form HR, 14.8%
from engineering, 6.8% from Telecom and 8.8% were from IT background.
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
AGE 250 21.00 51.00 31.4080 5.89479
TEXP 250 .60 30.00 7.8308 5.44675
EXPCORG 250 .60 25.00 5.3408 4.96582
Valid N (list wise) 250
Average age was 31 years(SD 5.89479), Average Experience was 7.83(SD
5.44675), Average tenure in the organization was 5.3408(SD 4.96582)
24



Chapter#4
FINDINGS

4.1 Data Analysis

We used bivariate Correlations, reliabilities and regression analysis to test the
impact of integrated leadership on justice, job stress, organizational politics, job
performance and empowerment. All measures showed good reliabilities except
commitment and we drop it. Integrated leadership was positively correlated with
justice, job performance and empowerment and negative correlation with stress
and organizational politics.
TABLE#1
Reliabilities of main variables
VARIABLES ITEMS RESEARCHER RELIABILITY
1 Overall integrated leadership 16 (2006 Federal
Human Capital
Survey, U.S. Office
of Personnel
Management)


.889
2 Task-oriented leadership 5 .823
3 Relation-oriented leadership 4 .847
4 Change-oriented leadership 2 .632
5 Diversity-oriented leadership 2 .813
6 Integrity-oriented leadership 3 .770
7 Distributive Justice 4 Coloquitt et. al.,
(2001),
.897
8 Procedural Justice 7 .892
9 Interactional Justice 9 .890
10 Job Stress 13 Parker and .922
25

Decotiis, (1983);
11 Organizational Politics 12 Kacmar, K. M., &
Ferris, G.R. (1991).
.569
12 Job Performance 3 .743
13 Empowerment 12 (spreitzer, M.G
1995)
.909

It is seen all the scales used are very reliable in Pakistani context. All variables
have high reliability.
TABLE#2
Means, Standard Deviations, Correlations and Reliabilities for the main variables

Variables Mean SD 1 2 3 4 5 6 7 8
Integrated
leadership
3.5188 .65773 (.889)
Distributive
justice
3.3200 .95748 .492(**) (.897)
Procedural
Justice
3.3897 .77855 .653(**) .576(**) (.890)
Interactional
Justice
3.6196 .62953 .612(**) .460(**) .653(**) (.890)
Job Stress 3.0440 .81047 -.295(**) -.198(**) -.198(**) -.126(*) (.922)
POP 3.0477 .46429 -.138(*) -.322(**) -.197(**) -.131(*) .171(**) (.569)
Job
performance
3.8080 .75725 .594(**) .208(**) .274(**) .396(**) -.106 -.011 (.743)
Empowerment 3.8300 .66979 .682(**) .401(**) .488(**) .491(**) -.183(**) -.125(*)
.570(**
)
(.909)

**. Correlation is significant at the 0.01 level (2-tailed)
26

*. Correlation is significant at the 0.05 level (2-tailed)
Table 2 presents mean
Note: N=250; Alpha reliabilities are given in parentheses
Table 2 shows mean standard deviation, correlation and reliabilities of variables.
Integrated leadership has significant correlation to distributive, procedural,
interactional justice, job stress, organizational politics, job performance and
empowerment. These findings support our hypothesis. All of our hypotheses are
accepted.
TABLE#3
Regression analysis of variables

VARIABLES R SQUARE SIG.F CHANGE
Distributive justice .492 .242 .000
Procedural Justice .653 .426 .000
Interactional justice .612 .375 .000
Job Stress -.295 .087 .000
Organizational
politics
-.138 .019 .029
Job performance .594 .352 .000
Empowerment .682 .465 .000

Table 3 displays the regression analysis of variables. Regression table shows that
integrated leadership has highly significant relationship with all variables.
MODEL OF INTEGRATED LEADERSHIP

27

H1

.492(**) H2

.653(**) H3
.612(**)
H4
-.295(**) -.295(**)
-.138(*) H5 -.138(*) H5

.594(**) H6

.682(**) H7



MODEL ANALYSIS
Model shows that integrated leadership has a positive impact on distributive,
procedural and interactional justice, job performance and empowerment in private
Integrated
leadership
Organizational
politics
Job stress
Interactional
justice
Procedural
Justice
Distributive
justice
Job performance
Empowerment
28

and semi government sector of Islamabad and Rawalpindi. Integrated leadership
increases the performance of employees and organization. Model shows that
integrated leadership reduces job stress and politics within the organization and
hence improves motivation level of employees.
CHAPTER#5
CONCLUSION
According to our research, integrated leadership is very significant for
leadership effectiveness. I ntegrated leadership increases the performance of the
organization and increases employee motivation and satisfaction.
According to our findings, we concluded that integrated leadership has a positive
effect on distributive, procedural, interactional justice. Integrated leadership
implement improves fairness practices within the organization. It Increases the
motivation level of employees.
Integrated leadership has a significant impact on job stress. It reduces the job
stress. Our findings showed that integrated leadership reduces job stress.
Employees in private and semi government sector of Pakistan are satisfied with
their job. They dont feel burden and enjoy their work. Leaders are responsible for
the welfare of employee by keeping good relations with them. They are
appreciating their work, providing them with opportunities for individual growth,
and involved them in decision making.
According to our findings, we concluded that integrated leadership reduces
politics within the organizations. Leaders in private sector of Islamabad
encourage clear and consistent communication to eliminate uncertainty and
29

politics in an organization. Top performers are getting rewards; employees are
satisfied with procedures and policies of the organizations.
Our findings showed that integrated leadership increases the performance of the
employees. Integrated leadership improves skills of employees by motivating
them and trains them, by keeping good relations with them so they feel confident
about their job. Integrated leadership increases the performance of the employee.
Our findings showed that integrated leadership has positive impact on
empowerment. Employees are very confident about their job and are performing
very well. Leaders are providing them with opportunities and employees have
good relations with their leaders.
Our result showed that integrated leadership increases the performance of the
employees. It improves motivation and satisfaction level of employees. Integrated
leadership is very important for leadership effectiveness.

5.1 LIMITATIONS
The limitations of our study are:
First, our survey based data relies on one source and thus is subject to a
common method/source error i.e. Questionnaire
Second, our target area for respondent was limited only to two cities .i.e.
Islamabad and Rawalpindi. We could improve it by taking respondents
from different cities.
We targeted three level of management upper, middle and lower but we
got information more from middle level.
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