akistan. This study was conducted to focus on the moderating role of the need for leadership on the relationship between leadership and the subordinates’ outcomes or employees’ performance. Thus leadership and its characteristics are once again the independent variable, with subordinates’ outcomes and Retail Logistics employees’ performance being the dependent variables. Need for leadership is the moderating variable between the two. The followers’ need for leadership is determined and based on that a particular leadership style is adopted, which results in required performance by the employees. Various leadership characteristics are defined and their relationship studies. A sample of banking officers was used from 550 different branches of banks and questionnaires were distributed for the collection of data. A statistical analysis was performed using the multiple regression. There was one main hypothesis of the study; need for leadership will moderate the relationship between leadership characteristics and subordinates work outcomes (Bodla and Ghulam, 2010). The results show that need for leadership is important and it must be understood before implementing any leadership practices. On various grounds, the need for leadership has been considered as a substitute of the relationship between leadership and performance. Dr. Mohammed S. Chowdhury and Nurul A. Mohammed. 2000. Relative Importance of Employee Values, Attitudes  Retail Logistics and Leadership Behaviors in Employee Motivation. An Empirical Investigation. Employee motivation is one factor that influences the performance of the employees. That motivation is derived from various other factors. This study is therefore conducted to look at the importance that those factors such as values, attitudes and leadership behavior have in influencing employee work motivation and performance. Intrinsic and extrinsic motivation is defined and various styles of leadership are considered. Employee motivation is therefore the dependent variable and the independent variables are employee values, attitudes and leadership behavior. The data was collected through questionnaires constituting a sample of 140 employees. Statistical analysis was performed and a regression was run. Various techniques were used to measure the different variables. The study has four hypotheses. The greater the extent to which the key values are perceived to exist in the organization, the greater will be the employees’ intrinsic motivation (Chowdhury and Mohammed, 2000). The greater the extent to which key job attitudes are perceived to exist in the organizations, the greater will be the employees’ intrinsic motivation (C>