##plugins.themes.academic_pro.article.main##
Abstract
The purpose of this study is to identify the impact of leadership style on employee performance. A sample size of 100 was used from one private organization in Selangor, Malaysia using convenience sampling technique. The study used quantitative approaches, and a questionnaire was designed. A five-point Likert scale questionnaire was used to determine the impact of leadership style on employee performance. SPSS software was used in analysing the questionnaires. Demographic analysis, normality test, reliability test (Cronbach’s Alpha), descriptive analysis and regression analysis were presented. Descriptive statistics show that the most significant value associated with employee performance is democratic leadership style followed by laissez-faire leadership style and autocratic leadership style. Democratic leadership style has the highest mean value corresponding to 3.783 and standard deviation value of 0.8123, laissez-faire leadership style scores the second highest mean value corresponding to 3.415 and standard deviation value of 0.5855, and autocratic leadership style has the lowest mean value corresponding to 3.403 and standard deviation value of 0.7331 indicating that autocratic leadership style is poorly correlated with employee performance. Regression coefficient analysis shows that there is a significant and positive impact of democratic and laissez-faire leadership styles on employee performance. Autocratic leadership style beta coefficient value is -0.167 with a significant value of 0.025 which is higher than 0.01, hence autocratic leadership is found to have a negative significant impact on employee performance.
Keywords
##plugins.themes.academic_pro.article.details##
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
References
- Adler, R. W. & Reid, J., 2008. THE EFFECTS OF LEADERSHIP STYLES AND BUDGET PARTICIPATION ON JOB SATISFACTION AND JOB PERFORMANCE. ASIA-PACIFIC MANAGEMENT ACCOUNTING JOURNAL, 3(1), pp. 21-46.
- Akor, P. U., 2014. Influence of Autocratic Leadership Style on the Job Performance of Academic Librarians in Benue State. Journal of Educational and Social Research, 4(7), pp. 148-152.
- Akram, M., Alam, H. M., Ali, L. & Mughal, M. M., 2012. How Leadership Behaviors Affect Organizational Performance in Pakistan. Journal of Economics and Behavioral Studies, 4(6), pp. 354-363.
- Aksu, A. (2009). Total quality management and visionary leadership in primary schools. Education and Science, 34(153), 99-116.
- Al Hassani, M. S., & Mahdi, G. S. (2022). The Effect Of The Postcolonial On Palestinian Literature. European Scholar Journal, 3(1), 1-5.
- Albion, M. J. & Gagliardi, R. E. (2007). A study of transformational leadership, organizational change and job satisfaction”, In: 7th Industrial & Organizational Psychology Conference and 1st Asia Pacific Congress on Work and Organizational Psychology, 28 June - 1 July 2007, Adelaide, Australia.
- Ali, A., 2012. Leadership and its Influence in Organizations – A Review of Intellections. International Journal of Learning & Development, 2(6), pp. 73-85.
- Al-Sada, M., Al-Esmael, B., & Faisal, M. N. (2017). Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in the educational sector in Qatar. EuroMed Journal of Business.
- Al-Shurafat, M., & Halim, B.B.A. (2018). A Review of Organisational Culture and Organizational Commitment.
- Alvesson, M., & Kärreman, D. (2016). Intellectual failure and ideological success in organization studies: The case of transformational leadership. Journal of Management Inquiry, 25(2), 139-152.
- Amanchukwu, R. N., Stanley, G. J. & Ololube, N. P., 2015. A Review of Leadership Theories, Principles and Styles and Their Relevance to Educational Management. Management, 5(1), pp. 6-14.
- Anbazhagan, S. & Kotur, B. R., 2014. Worker Productivity, Leadership Style Relationship. IOSR Journal of Business and Management (IOSR-JBM), 16(8), pp. 62-70.
- and employee effectiveness. International Journal of Public Administration, 34(6), 376-388.
- Anitha, J., & Begum, F. N. (2016). Role of organisational culture and employee commitment in employee retention.
- Ansari, M. A., Ahmad, Z. A. & Aafaqi, R., 2004. Organizational Leadership in the Malaysian Context. Leading in High Growth Asia, pp. 109-138.
- Arham, A. F., 2014. LEADERSHIP AND PERFORMANCE: THE CASE OF MALAYSIAN SMEs
- Armstrong, M., Taylor & S. (2014). Armstrong's handbook of human resource management practice. as practical as a good theory?. Journal for the Theory of Social Behaviour, 45(4), pp. 440- 460.
- ASBM Journal of Management, 9(1), 17.
- Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F. & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.
- Aycan, Z. (2006). Paternalism: Towards conceptual refinement and operationalization. In K. S. Yang, K. K. Hwang, & U. Kim (Eds.), Indigenous and cultural psychology: Understanding people in context (pp. 445- 466). New York, NY: Springer.
- Azizollah, A., Abolghasem, F. & Amin, D. M. (2016), The Relationship Between Organizational Culture and Organizational Commitment in Zahedan University of Medical Sciences. Glob Journal of Health Science, 8(7): 195–202.
- Babatunde, O., 2015. The Impact of Leadership Style on Employee’s Performance in an Organization.
- Bass, B. M. (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4thed.).
- Bedi, A. (2019). A Meta‐Analytic Review of Paternalistic Leadership, International Association of Applied Psychology, doi: 10.1111/apps.12186.
- Benjamin, O. A., 2015. IMPACT OF ORGANISATIONAL CULTURE A ND LEADERSHIP STYLE ON QUALITY OF WORK-LIFE AMONG EMPLOYEES IN NIGERIA. AFRICAN JOURNAL FOR THE PSYCHOLOGICAL STUDY OF SOCIAL ISSUES , 18(1), pp. 109- 121.
- Bhatti, N. et al., 2012 . The Impact of Autocratic and Democratic Leadership Style. International Business Research, 5(2), pp. 192-201.
- Boehm, S. A., Dwertmann, D. J., Bruch, H. & Shamir, B., 2015. The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance. The Leadership Quarterly, 26(1), p. 156–171.
- Bolden, R., Gosling, J., Marturano, A. & Dennison, P., 2003. A REVIEW OF LEADERSHIP THEORY AND COMPETENCY FRAMEWORKS, Exeter: Chase Consulting and the Management Standards Centre.
- Brewster, C. (2017). The integration of human resource management and corporate strategy. In Policy and practice in European human resource management (pp. 22-35). Routledge.
- Bushra, F., Usman, A. & Naveed, A. (2011). Effect of transformational leadership on employees' job satisfaction and organizational commitment in banking sector of Lahore (Pakistan). International Journal of Business and Social Science, 2(18), 261- 267.
- Cameron, K.S. & Freeman, S.J. (1991). Cultural congruence, strength, and type: relationships to effectiveness.
- Cameron, K.S. & Quinn, R.E. (1999). Diagnosing and changing organizational culture. Reading, MA: Addison Wesley Longman.
- Carvalho, C. R. S. P., Castro, M. A. R., Silva, L. P., & Carvalho, L.O.P. (2018). The Relationship Between Organizational Culture, Organizational Commitment and Job Satisfaction. REBRAE, 11(2), 201-215.
- Celik, S., Dedeoglu, B. B., & Inanir, A. (2015). Relationship Between Ethical Leadership, Organizational Commitment and Job Satisfaction at Hotel Organizations. Ege Academic Review, 15(1), 53-63.
- Chan, S. C., Huang, X., Snape, E. & Lam, C. K. (2012). The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates' organization-based self-esteem, and performance. Journal of Organizational Behavior, 34(1), 108-128.
- Chang, R. (2000). Dollarization – A scorecard. Economic Review of the Federal Reserve Bank of Atlanta, 3.
- Chaudhry, A. Q. & Javed, H., 2012. Impact of Transactional and Laissez Faire Leadership Style on Motivation. International Journal of Business and Social Science, 3(7), pp. 258-264.
- Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective trust in Chinese leaders linking paternalistic leadership to employee performance. Journal of Management, 40(3), 796-819.
- Choi, S., 2007. Democratic Leadership: The Lessons of Exemplary Models for Democratic Governance. International Journal of Leadership Studies, 2(3), pp. 243-262.
- Ciralkar, N.H., Ucar, Z. & Sezgin, O.B. (2016). Effects of Paternalistic Leadership on Organizational Identification: Mediating Role of Trust in Leader, Research Journal of Business and Management, 3(1), 73-87.
- Coyle-Shapiro & J (2013). The impact of a TQM intervention on teamwork: A longitudinal assessment. Team Performance Management: An International Journal
- Daft, R.L. (2005). The Leadership Experience. 3rd Edition, Thomson-Southwestern, Vancouver.
- Dalluay, D. V. S. & Jalagat, D. R. C., 2016. Impacts of Leadership Style Effectiveness of Managers and Department Heads to Employees’ Job Satisfaction and Performance on Selected Small- Scale Businesses in Cavite, Philippines. International Journal of Recent Advances in Organizational Behaviour and Decision Sciences (IJRAOB), 2(2), pp. 734-751.
- Dawood, M. A. M., Mahdi, G. S., & Hashim, M. A. H. (2022). LITERATURE IN ENGLISH STUDIES: A THEORY OF HOW TEACHERS AND STUDENTS WITH THE SUBJECT.
- Den Hartog, D. N. (2004). Assertiveness. In House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W. and Gupta,
- Detert, J., Schroeder, R.G., & Mauriel, J. (2000). A framework for linking culture and improvement initiatives in organizations. Academy of Management Review, 25(4), 850-863.
- Dickson, M. W., Den Hartog, D. N. & Mitchelson, J. K. (2003). Research on leadership in a cross cultural context: Making progress, and raising new questions. Leadership Quarterly, 14(6), 729-769.
- Dorfman, P.W. (1996). International and cross-cultural leadership research: In B.J. Punnett & O. Shenkar (Eds.), Handbook for international management research (pp. 267-349). Oxford, UK: Blackwell.