Journal Of Management Template

A repeated measusures study was carried out to explore the impacts of Up Close and Personal (UCP) management, as practiced in the financial sector. The study involved 42 supervisees and 12 supervisors at the Cooperative Bank of Kenya. A pre-test was issued to the respondents before they received UCP management intervention in a laboratory set up. A post-test was undertaken to detect the effects of UCP management . The key findings made were that (a) UCP management benefits are dependent of the gender of management. (b) UCP management has a positive effect on employee commitment and performance. (c) Statistical analysis based on Spearman's rank, confirmed that there is a positive relationship between commitment and performance, such that when one rises so does the other. (d) Supervisees found it uncomfortable when male supervisors perfomed UCP management, an indicator of the stereotypical notion that men are less emotionally intelligent than women. (e) The study showed that women enjoy less confidence from fellow women in regards to their leadership abilities, which needs to be further exploited.
Key words: UCP Management, leadership practice, gender, employee commitment, employee performance

Kim (2004) states leadership to a large extent influences the organizational desired outcome such as low employee turnover, reduced absenteeism, customer satisfaction, and organizational effectiveness. Similarly, leadership style controls interpersonal, reward and punishment that shapes employee behavior, motivation and attitude. In turn, this impacts on organizational performance (Warrick, 1981). Leading either to inspiration or disenchantment among employees, resulting in, increases or decreases in productivity (Sander, 2007).
Leadership style at the workplace can affect employee’s self-image either positively or negatively, particularly an employee’s health and energy level by creating a stimulating work climate or one filled with tension or fear (Warrick, 1981). When reviewing online, print mediums and discussions on the topic of ‘leaders vs boss’[1], there seems to be a yearning for a different sort of management in the workplace. Attributes connected to the term leader, i.e., a leader coaches on good will, generates enthusiasm, says “we” and develops people, can be linked to social awareness and relationship management (Avolio & Bass, 1995). Also, a leader shows how it is done, gives credit, asks and says let’s go, which can be linked to self-awareness and self-management (Rubin, Munz, & Bommer, 2005). These attributes are linked to the four competencies of Emotional intelligence (EI), self-awareness, self-management, social-awareness and relationship management. Mayer and Salovey (1997) defi