Request edit access
An Empirical study of Transformational leadership, team performance and service quality in retail banks of Pakistan
The current Survey is about Transformational leadership, team performance & service quality in banks of Pakistan. By selecting the appropriate option please rate the extent to which you agree or disagree with the following statements.
Sign in to Google to save your progress. Learn more
Age *
Gender *
1 point
Occupation *
1 point
1.   When a team is appreciated within the company sectors, other teams are motivated to be better as well. *
2. Team leaders with positive mannerism can affect other team members to perform more productively. *
3. Performance of a team dependent on regular input of the leader. *
4. Team are set to perform at their best regardless of leader input. *
5. A single member (non leading) of the team be able to help steer the team performance? *
6. Regular/Weekly meetings helpful for overall team performance. *
7. Change in leadership in the middle of a on going process may help improving team performance. *
8.     Teams selected by the leader himself tend to perform better than team members provided. *
9.     Team leaders should be approachable and open to suggestions. *
10. Personal or conflicting issues effect leadership and overall job satisfaction *
11. Short term achievements effects decision making of the leader positively but negatively overwhelm the overall mission. *
12. leaders should not worry about minor failures/setbacks in the midst of major breakthroughs. *
13. Leader has no role to play if the team members are in conflict. *
14. It is not the responsibility of the leader to undermine a team member with respect to attitude but rather performance. *
15. Team competence is the result of experience alone. *
16. Skills and qualifications of the members help in team competence. *
17. Team leader has major responsibility in team competence. *
18. Team leader’s input can effect team competence.   *
19. Team competence is the product of individual’s willingness. *
20. Input coming from higher authorities, other than team leader, negatively impacts team competence. *
21.   Leader’s characteristics/experience/skill effects team competence. *
22. Team reliability is developed from team’s experience. *
23. Team reliability is based on the skills and experience of the individuals in the team. *
24. Team leader is capable enough to out line a team’s reliability. *
25. Individual conflict has no effect on team reliability. *
26. Team with high reliability status does not require leader or management input. *
27. Team reliability is effected positively if the team is acknowledged for achievement. *
28. Team reliability only means to achieve task objectives fast and not through being sustainable. *
29. Team leader alone, is important for overall team responsiveness. *
30. Team responsiveness is effected by the team selection. *
31. Individual members of the team can overtake team responsiveness. *
32. Characteristics/experience/skill of the leader effects team responsiveness. *
33. Systematic procedures/mechanisms slow/halt team responsiveness. *
34. Team responsiveness doesn’t always mean efficiency or quick results. *
35. Change in leadership can positively or negatively impact responsiveness. *
Submit
Clear form
This content is neither created nor endorsed by Google. Report Abuse - Terms of Service - Privacy Policy