Exploring the relationship between leadership styles and HRM practices in organizational performance / Sherin Nadhirah Sharudin and Mohamad Firdaus Ahmad

Leadership styles significantly influence employee perceptions of Human Resource Management (HRM) practices, especially in uncertain times. This study examines the preferred leadership styles, perceived HRM practices, and their interrelationship among Putrajaya Corporation employees. Addressing gaps in leadership's impact during crises [1], the findings aim to guide effective organizational strategies. A quantitative research approach was employed to explore the relationship between leadership styles and HRM practices at Putrajaya Corporation. Data were collected through surveys from a large participant sample, enabling efficient and comprehensive insights. Statistical analyses, including correlation analysis, reliability analysis, and descriptive statistics, were conducted to identify patterns and relationships.