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A theoretical illustration of supervision which has exact implications for the task of a supervisor is path-goal theory. According to this standpoint, the accountability of the supervisor is to simplify the means by which individuals attain work-related goals. Goal-attainment is viewed as an obligation for achieving happiness and sustaining high performance levels (House & Mitchell, 1974).

Keller (1989) has suggested evaluation of subordinates' need for clarity as a moderator of the impact of supervisory behavior. He observed that need for clarity moderated the association between supervisor initiating construction and subordinate performance.

While this is a significant judgment, little attention has been given to a more fundamental issue the extent to which supervisory behaviors do or do not provide clarity for subordinates (Tetrick, 1989).

Prior to searching for personal characteristics which may sensible the link between supervisory measures and subordinates' personal outcomes, it is important to examine the affiliation between a range of supervisor behaviors and the amount of clarity or, on the other hand, the amount of insecurity which subordinates experience in the work surroundings. Research on Leadership and supervision has underscored the possible impact of numerous types of supervisory behavior. Particular thought has been given to initiating structure and the provision of support or consideration for employees as most important contributors to subordinate sentimental experiences and performance outcomes (Ashour, 1982; Seltzer and Numerof, 1988; & Tjosvold, 1984)

Employee performance is an important building block of an organization and factors which lay the foundation for high performance must be analyzed by the organizations. Since every organization cannot progress by one or two individual's effort, it is collective effort of all the members of the organization. Performance is a major multidimensional construct aimed to achieve results and has a strong link to strategic goals of an organization (Mwita, 2000).

Managers at all the levels have to input their efforts and make maximum use of their abilities which sometimes are produced under supervision or without it. However, there are many expectations from managers working for an organization. These expectations are sometimes fulfilled but in some situations these managers may be running to their boss for guidance. Therefore, the managers must be developed so that they can think and work on their own and fulfill their responsibilities innovatively, while understanding and foreseeing the market and business situations. Consequently question arises that how an employee can work more efficiently and effectively to increase the productivity and growth of an organization. An effective leadership program can be of an immense assistance to help identify and build leadership qualities among individuals within the organization.

The relationship between leadership and performance was indirect as well as direct, which proves the importance of developing leaders through leadership development programs (Gadot, 2007). Latest studies provide that organizations heavily invest in Human Resource Development interventions to update and skill the employees in order to attain job performance, job satisfaction and job involvement.

These skills can be imparted by providing necessary techni