Author:
Sobnur Hena, Nafiul Muid, Atifa Kafi, Md. Hasan Khondoker, Md. Anjir Azad, Mahbubul Hoque

Doi: 10.26480/csmj.02.2025.50.55

This is an open access article distributed under the Creative Commons Attribution License CC BY 4.0, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited

This study investigates the influence of transactional and transformational leadership styles on employee motivation and loyalty within the corporate sector of Bangladesh. A quantitative survey of 200 executives from various corporations revealed a predominance of transactional leadership (75%) over transformational leadership (25%), with no evidence of laissez-faire leadership. The research employed regression analysis to examine the relationships between leadership styles and employee outcomes. Results indicate that both transactional and transformational leadership styles positively impact employee motivation and loyalty, with transactional leadership demonstrating a stronger correlation, particularly in fostering employee loyalty. Performance-based incentives and vision-driven encouragement emerged as the most influential factors. The findings suggest that Bangladesh’s reward-oriented corporate culture aligns well with transactional leadership approaches. However, the study emphasizes the importance of balancing both leadership styles to optimize employee engagement and organizational performance in Bangladesh’s evolving corporate landscape. This research contributes to the leadership literature by providing empirical evidence from an emerging economy context and offers practical implications for organizations seeking to enhance employee motivation and loyalty in the Bangladeshi corporate sector.