Influence of Leadership Styles and Communication on Performance in the case of Fawaz Abdulaziz Alhokair Company in Saudi Arabia


  • Al-Zu'bi Gehring Al-Qahtani King Saud University
  • Altrasi Almutairi Alqahtani King Saud University
  • Al-Shuwairekh Bushra Azmi King Saud University


The performance of the Fawaz Abdulaziz Alhokair company has been declining. The company reported a net loss of SAR 535.6 million in 2019 and SAR 381.9 million in 2018. The company's poor performance illustrated that a study needed to be examined to establish the cause of the increase in the net loss. Thus, the study was conducted to examine the effect of leadership styles and communication on performance. The study was based on two theories, namely, trait theory and communication theory. The study was descriptive in nature. The target population was 672 employees from Fawaz Abdulaziz Alhokair company. The sample size was 251. A simple random sampling technique was used. The study found that leadership styles and communication explained 36.1% of the performance variation within the Fawaz Abdulaziz Alhokair Company. The study concluded that leadership styles and communication were positively and significantly related to performance. The most notable variable that influenced performance to a large extent was leadership styles because it was found that a unit change of the leadership styles would lead to an increase of performance by 0.115 units while a unit improvement in communication increase performance by 0.094 units when other factors are held unchanged. The study concluded a positive and significant relationship between leadership styles and performance. The study concluded democratic and transformational leadership styles are the most effective. In democratic leadership, a leader invites other members of the team to contribute and participate in the decision-making process before making the final decision. A transformational leader focuses on transforming others to help each other. The study concluded that communication is positively and significantly related to performance. The study concluded that integrated communication includes applying more than one communicating strategy to pass the information from one point or group to another.  The study recommended the best leadership style need to be adopted within the company. The most potent leadership style is democratic and thus, the company need to embrace enhancing democratic leadership in all departments. The study recommended the company should also embrace transformational leadership styles. The study recommended that Fawaz Abdulaziz Alhokair company should rely much on the usage of the various communication styles such as verbal, nonverbal, written and electronic. The study recommended that assertive communication is the best communication style used in the organization. Assertive communication expresses positive and negative ideas and feelings in an open, honest and direct way.

Keywords: Leadership styles, communication, performance, Fawaz Abdulaziz Alhokair, Saudi Arabia

Author Biographies

Al-Zu'bi Gehring Al-Qahtani, King Saud University

Post graduate student, King Saud University

Altrasi Almutairi Alqahtani, King Saud University

Lecturer, King Saud University

Al-Shuwairekh Bushra Azmi, King Saud University

Lecturer, King Saud University


Adams, M. B. (2014). Agency theory and the internal audit. Managerial auditing journal, 9(8), 8- 12.

Adler, N. J., & Bartholomew, S. (2019). Managing globally competent people. The Executive, 6(3), 52-65.

Al-Maliki, S. (2019). Information and Communication Technology (ICT) Investment in the Kingdom of Saudi. Arabia: Assessing Strengths and Weaknesses, Journal of Organizational Knowledge Management, 4(2), 12-28.

Al-Meer, A. (2015). Relationship of work stress to organizational commitment, job performance, job satisfaction and individual differences: A comparative study. Journal of the Inst of Public Admin, 35 (2), 207-252.

Almutairi, D., (2018). The Relationship between Leadership Styles and Organizational Commitment: A Test on Saudi Arabian Airline. World Review of Business Research 3(1), 41-51

Alnaqbi, W. (2017). The relationship between human resource practices and employee retention in public organizations: An exploratory study conducted in the United Arab Emirates. (Doctoral dissertation, Edith Cowan University, Australia)

Alqahtani, M. (2017). Enhancing the Performance of Public Agencies: An Essential Requirement for Sustainability.

Riyadh Economic Forum, Riyadh. Al-Qahtani, M. A. (2013). The reality of performance measurement in Saudi government sector organizations. Administrative Development Journal; 1(7) 86-101

Al-Tameemi, K. S. and Alshawi, M. (2014). The Impact of Organisational Culture and Leadership on Performance Improvement in Iraq. The Built & Human Environment Review, 7(1), 67- 78

Altrasi, M. A. (2014). Determinants of Performance among Public Sector Managers in Saudi Arabia: An Analysis of the Organizational Factors and Job Attitudes. MiddleEast Journal of Scientific Research, 22 (3), 409-416.

Alyahya, M. & Suhaimi, M. (2018). A Conceptual Model for Business and Information Technology Strategic Alignment from the Perspective of Small and Medium Enterprises. International Journal of Business, Humanities and Technology, 3 (7), 61-85

Al-Zu'bi, H. A. (2015). The Impact of Emotional Intelligence on Leadership Competencies Development of Employees. International Review of Management and Business Research, 4(1), 96-102

Azmi, I. (2019). Partnership between the Public and Private Sectors in Saudi Arabia. International Conference on Administration Development towards Excellence in Public Sector Performance, Riyadh, Saudi Arabia. International Journal of Leadershi, 7(2), 37-56

Banai, M., & Teng, B. (2016). Comparing Job Characteristics, Leadership Style, and Alienation in Russian Public and Private Enterprises. Journal of International Management, 2(9), 201- 224.

Barbuto, J.E. (Jnr) (2015). Motivation and transactional, charismatic, and transformational leadership: a test of antecedents. Journal of Leadership and Organizational Studies, 11(4), 26-40.

Bennis, W. & Nanus, B. (2015), Leaders: the strategies for taking charge. New York: Haper and Row, 24(4), 503-508.

Bennis, W., & Thomas, R. (2019). Crucibles of Leadership. Harvard Business School Publishing Company. Journal of entrepreneurship and management, 4(2), 38-44

Boerner, S., Eisenbeiss, S. A. & Griesser, D. (2017). Follower Behavior and Organizational Performance: The Impact of Transformational Leaders. Journal of Leadership & Organizational Studies, 13(3), 15-26.

Bonazzi, L., & Islam, S. M. (2017). Agency theory and corporate governance: A study of the effectiveness of board in their monitoring of the CEO. Journal of Modelling in Management, 2(1), 7-23.

Bozbura, F. T. (2017). Prioritization of organizational capital measurement indicators using fuzzy AHP. International Journal of Approximate Reasoning, 44(2), 124-147.

Bushra, F., Usman, Α., & Naveed, Α. (2019). Effect of transformational leadership on employees’ job satisfaction and organizational commitment in banking sector of Lahore (Pakistan). International Journal of Business and Social Science, 2(18), 261- 267.

Cemaloğlu, N., Sezgin, F., & Kilinc, A (2018). The relationships between school principals Transformational and Transctional leadership styles and teachers Organizational Commitment. The Online Journal of New Horizons in Education, 2(2), 53-64

Chang, S., & Lee, M.S. (2017). A study on relationship among leadership, organizational culture, the operation of learning organization and employees’ job satisfaction. The Learning Organization, 14(2), 155-185.

Chatzoglou, P., Dimitrelos, G., Chatzoudes, D., & Aggelidis, V. (2017). The relationship between leadership competencies and successful organisational change. In 10th Annual Conference of the EuroMed Academy of Business.

Colbert, A. E., Judge, T. A., Choi, D., & Wang, G. (2019). Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success. The Leadership Quarterly, 23(4), 670-685.

Draganidis, F., & Mentzas, G. (2016). Competency based management: a review of systems and approaches. Information management & computer security, 14(1), 51-64.

Evans, S. K., Pearce, K. E., Vitak, J., & Treem, J. W. (2016). Explicating affordances: A conceptual framework for understanding affordances in communication research. Journal of Computer-Mediated Communication, 22(1), 35-52.

Fehd, L. (2017). Emotional intelligence: An executive handbook. Austin: Good Pages.

Fischer, S. A. (2016). Transformational leadership in nursing: a concept analysis. Journal of Advanced Nursing, 72(11), 2644-2653.

Fleeson, W., & Jayawickreme, E. (2015). Whole trait theory. Journal of Research in Personality 56, (5)82-92.

Frizzell, D. A., Hoon, S., & Banner, D. K. (2018). A phenomenological investigation of leader development and mindfulness meditation. Journal of Social Change, 8(1), 1-16

Gehring, D. R. (2007). Applying traits theory of leadership to project management. Project Management Journal, 38(1), 44-54.

Henerathgoda, H. G., & Dhammika, K. A. (2016). Impact of leadership development on employee performance: a study on large tyre manufacturing industry in Sri Lanka. International Journal of Arts and Commerce, 5(4), 5-19.

Shaikh, M. R., Tunio, R. A., & Shah, I. A. (2017). Factors Affecting to Employee’s Performance. A Study of Islamic Banks. International Journal of Academic Research in Accounting, Finance and Management Sciences, 7(1), 312-321.

Suthar, B. K., Chakravarthi, T. L., & Pradhan, S. (2014). Impacts of Job Analysis on Organizational Performance: An Inquiry on Indian Public Sector Enterprises. Procedia Economics and Finance, 11(4), 166-181.




How to Cite

Al-Qahtani, A.-Z. G., Alqahtani, A. A., & Azmi, A.-S. B. (2020). Influence of Leadership Styles and Communication on Performance in the case of Fawaz Abdulaziz Alhokair Company in Saudi Arabia. Journal of Human Resource & Leadership, 4(6), 66–78. Retrieved from