DOI: 10.36347/sjebm.2016.v03i06.001

Pages: 309-315

A large number of research studies have produced abundant literature on explaining the relationship and significance of leadership styles and job performance. These researches have also further explained the ways how it could be strengthen this relationship. To continue these guidelines a huge number of studies are conducted in order to explain the nature and weight of the leadership styles, particularly transactional leadership style and transformational leadership style in relation to job performance. Despite enormous literature on these relationships, there are still controversies on the results and ways in which the leadership styles and job performance relationships were found so far. Looking at the literature it is found that there is confusing findings on these relationships of job performance with leadership styles. The present paper takes it as an important element of transactional leadership and transformational leadership in the domain of human resource management particularly with regards to job performance. Therefore, to answer these confusions of the researchers the present paper proposes performance appraisal politics as moderating variable to know the relationship more clear in job performance with leadership styles. These relationships may further be tested in view of Leader member exchange (LMX), and equity, fairness and justice theories for further empirical evidence.