18

2
ABSTRACT
This dissertation’s main aim is to analyze the impact of leadership styles on corporate
performance of multinational companies in the UK (Jaguar Land Rover and Tesco). The detailed
research objectives are described in detail as follows: (1) to analyze how leadership styles
(transformational leadership style and autocratic leadership style) affect corporate performance
of multinational companies in the UK (Jaguar Land Rover and Tesco), (2) to evaluate the level
of corporate performance (financial corporate performance and non-financial corporate
performance) of multinational companies in the UK (Jaguar Land Rover and Tesco) and (3) to
give solutions associated with leadership styles for leaders of multinational companies in the UK
(Jaguar Land Rover and Tesco) to improve their corporate performance in the future. This
dissertation has a choice of the research methodology (pragmatism philosophy, deduction
approach, mixed research method, case study strategy and secondary data) to gain the research
objectives in the best results.
This dissertation explores that transformational leadership style positively affects corporate
performance of Jaguar Land Rover while autocratic leadership style negatively affects corporate

3
performance of Tesco. This dissertation explores that the level of corporate performance of
Jaguar Land Rover was high during the 2011-2015 period because the level of financial
corporate performance (the growth of revenues, the growth of assets, the growth of net profits,
the growth of market share, and the growth of customer base) was high during the 2011-2015
period and the level of non-financial corporate performance (management of human resources,
management of customer relationships, management of supplier relationships, and management
of marketing activities) was high during the 2011-2015 period. This dissertation also explores
that the level of corporate performance of Tesco was low during the 2011-2015 period because
the level of financial corporate performance (the growth of revenues, the growth of assets, the
growth of net profits, the growth of market share, and the growth of customer base) was low
during the 2011-2015 period and the level of non-financial corporate performance (management
of human resources, management of customer relationships, management of supplier
relationships, and management of marketing activities) was low during the 2011-2015 period. In
addition, this dissertation has suggested solutions associated with leadership styles for leaders of
multinational companies in the UK (Jaguar Land Rover and Tesco) to improve their corporate
performance in the future.

4
CONTENTS
ABSTRACT..................................................................................................................................................1
CHAPTER ONE – INTRODUCTION.........................................................................................................6
1.1 Introduction.............................................................................................................................................6
1.2 Research background..............................................................................................................................6
1.2 Research rationales .................................................................................................................................7
1.3 Research aim and objectives...................................................................................................................8
1.4 Research structure...................................................................................................................................9
1.5 Conclusion ............................................................................................................................................10
CHAPTER TWO – LITERATURE REVIEW ...........................................................................................11
2.1 Introduction...........................................................................................................................................11
2.2 Leadership style ....................................................................................................................................11
2.3 Corporate performance .........................................................................................................................12
2.4 Types of leadership style – transformational leadership style and autocratic leadership style.............13
2.4.1 Transformational leadership style..................................................................................................13
2.4.2 Autocratic leadership style.............................................................................................................14
2.5 The relationship between corporate performance and leadership styles...............................................15
2.5.1 The relationship between corporate performance and transformational leadership style..............15
2.5.2 The relationship between corporate performance and autocratic leadership style.........................17
2.6 How to evaluate corporate performance ...............................................................................................18

5
2.7 Conclusion ............................................................................................................................................19
CHAPTER THREE – RESEARCH METHODOLOGY............................................................................20
3.1 Introduction...........................................................................................................................................20
3.2 Study philosophy ..................................................................................................................................20
3.3 Study approach......................................................................................................................................21
3.4 Study strategy........................................................................................................................................21
3.5 Study method ........................................................................................................................................22
3.6 Research data source.............................................................................................................................22
3.7 Study ethics...........................................................................................................................................22
3.8 Limitations of the research methodology..............................................................................................23
3.9 Conclusion ............................................................................................................................................23
CHAPTER FOUR – ANALYSIS AND DISCUSSION OF FINDINGS ...................................................24
4.1 Introduction...........................................................................................................................................24
4.2 How leadership styles (transformational leadership style and autocratic leadership style) affect
corporate performance of multinational companies in the UK (Jaguar Land Rover and Tesco)................24
4.2.1 How transformational leadership style positively affects corporate performance of Jaguar Land
Rover.......................................................................................................................................................24
4.2.2 How autocratic leadership style negatively affects corporate performance of Tesco....................26
4.3 The level of corporate performance (financial corporate performance and non-financial corporate
performance) of multinational companies in the UK (Jaguar Land Rover and Tesco) ..............................27
4.3.1 The level of corporate performance (financial corporate performance and non-financial corporate
performance) of Jaguar Land Rover .......................................................................................................27
4.3.2 The level of corporate performance (financial corporate performance and non financial corporate
performance) of Tesco............................................................................................................................29
4.4 Discussion of research findings ............................................................................................................31
4.5 Conclusion ............................................................................................................................................32
CHAPTER FIVE – CONCLUSION AND RECOMMENDATION..........................................................34
5.1 Introduction...........................................................................................................................................34
5.2 Conclusions of this research .................................................................................................................34
5.3 Contributions of this research ...............................................................................................................35
5.4 Limitations of this research...................................................................................................................36
5.5 Recommendations.................................................................................................................................37
5.6 Conclusion ............................................................................................................................................38
REFERENCES ...........................................................................................................................................39

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CHAPTER ONE – INTRODUCTION
1.1 Introduction
The chapter one indicates the research context/ research background, describes rationales for
performing this research, proposes research objectives and aim and indicates the research
structure/ main parts of this research. Through this chapter, this research’s basic information is
presented.
1.2 Research background
Leadership is a process of affecting and leading employees to gain common company goals by
communicating with these employees (Amagoh, 2009). Leadership is very crucial to increase
staffer performance and company performance because the good leadership style offers job
motivation for the staffers and to create positive business direction and approaches to their
companies (Boga and Ensari, 2009). Because of the importance of the leadership, many
companies focus much on training their leaders to increase the innovation capabilities, skills and
knowledge of their leaders (Caligiuri and Tarique, 2012). In the current business environment,
the effective leaders are valuable assets for companies and are beneficial to create sustainable
competitive advantages such as high employee loyalty, high customer base, high profits, and
effective competition strategy (Gutierrez et al., 2012).

7
In the United Kingdom (UK), multinational companies play a crucial role in increasing the
economic growth of this nation and create a large number of jobs for citizens of this nation.
Indeed, the unemployment rate of the UK is reduced significantly in recent years and the
economic growth of this nation is highly increasing in recent years due to the effective business
operations of the multinational companies in this nation. Thus, the existence and the growth of
the multinational companies are paid much attention by the UK government (Edwards et al.,
2010). In the UK, one of the famous automobile manufacturing organizations is Jaguar Land
Rover and this organization concentrates much on producing automobiles with reasonable prices
and with innovative characteristics. This organization’s leaders have used the transformational
leadership style that increases the corporate performance (Barbera, 2014). In addition, one of the
famous retailing companies in the UK is Tesco and leaders of this organization focuses much on
using autocratic leadership style that reduces the corporate performance (Tse et al., 2016). This
research focuses much on investigating the relationship amongst corporate performance and
leadership styles of multinational companies in the UK, especially Jaguar Land Rover and Tesco.
1.2 Research rationales
There are three main reasons that create a motive for the researcher to conduct this dissertation:
Firstly, the leadership styles increase job morale, job commitment, and job satisfaction for
staffers to complete their jobs well and increases innovation in products and services of
companies. Thus, the leadership styles not only increase staffer performance but also increase
corporate performance (Harris and Leberman, 2012; Holt and Seki, 2012). In the fierce
competitive environment, it is important for multinational companies to own the leaders with the
effective leadership styles. Then, this research focuses much on analyzing the relationship
amongst leadership styles and corporate efficiency in multinational companies.
Secondly, current multinational companies are facing a fierce competition threat in the UK
business environment. Multinational companies including the multinational companies in the UK
will gain the high business results when they have leaders with the effective leadership styles
(Guitierrez et al., 2012; Roy, 2012). This research will help multinational companies in the UK
(Jaguar Land Rover and Tesco) to know how leadership styles (such as transformational

8
leadership style and autocratic leadership style) can affect their business performance and will
give solutions associated with leadership styles for leaders of these multinational companies in
the UK to improve the corporate performance in the future.
Finally, there have been researchers investigating the impacts of business strategy, competitive
strategy, and human resource management strategy on corporate performance of companies in
developed nations. However, there are a small number of researchers offering the detailed
information about the impact of leadership styles on corporate performance in multinational
companies in the UK. Thus, this gives a motive to the researcher to investigate the impact of
leadership styles on corporate performance in multinational companies in the UK (especially,
Jaguar Land Rover and Tesco) to fill this literature gap.
Because of the above issues, the research decides to choose the topic as follows: “Analysis of the
impact of leadership styles on corporate performance in multinational companies in the UK –
Study cases: Jaguar Land Rover and Tesco”
1.3 Research aim and objectives
research objectives are described in detail as follows:
- Objective 1: To analyze how leadership styles (transformational leadership style and autocratic
leadership style) affect corporate performance of multinational companies in the UK (Jaguar
Land Rover and Tesco)
- Objective 2: To evaluate the level of corporate performance (financial corporate performance
and non-financial corporate performance) of multinational companies in the UK (Jaguar Land
Rover and Tesco)
- Objective 3: To give solutions associated with leadership styles for leaders of multinational
companies in the UK (Jaguar Land Rover and Tesco) to improve their corporate performance in
the future

9
1.4 Research structure
Regarding the detailed structure of this dissertation, it has five main chapters. Thus, in addition
to the detailed information related to the chapter 1, additional four chapters of this dissertation
are indicated as follows:
Chapter 2 – Literature review is the chapter critically analyzes key concepts and key theories that
are associated with this dissertation’s research objectives. In particular, this chapter critically
analyzes the concept of leadership style, the concept of corporate performance, the types of
leadership style (transformational leadership style and autocratic leadership style), and the
relationship amongst corporate performance and these leadership styles. In addition, this chapter
indicates how to evaluate corporate performance of companies. This chapter is basic knowledge
for the researcher of this dissertation to propose hypotheses involved in the relationship amongst
corporate performance and the leadership styles (transformational leadership style and autocratic
leadership style) in multinational companies in the UK (Jaguar Land Rover and Tesco). A
research framework for this dissertation will be created in this research to gain all research
objectives.
Chapter three – Methodology is the chapter indicates the way to collect data. This chapter
indicates reasons for the choice of the study methodology to gain the research objectives in the
best results. In addition, this chapter indicates limitations of applied methodology and issues
associated with research ethics that this dissertation needs to respect and follow to ensure the
high research reliability level and the high research validity level.
Chapter four – Analysis and discussion of findings analyzes how leadership styles
of multinational companies in the UK (Jaguar Land Rover and Tesco) and evaluates the level of
corporate performance (financial corporate performance and non-financial corporate
performance) of multinational companies in the UK (Jaguar Land Rover and Tesco). In addition,
research result discussions are presented in this chapter to compare and contrast the research
results of this dissertation to the research results of other previous studies.

10
Chapter five – Conclusion and recommendation is the chapter summarizes what the relationship
amongst corporate performance and leadership styles in multinational companies in the UK
(Jaguar Land Rover and Tesco) is and what the level of corporate performance of multinational
companies in the UK (Jaguar Land Rover and Tesco) is. This chapter indicates research
contributions and study limitations. In addition, this chapter presents solutions associated with
leadership styles for leaders of the multinational companies in the UK (Jaguar Land Rover and
Tesco) to improve the corporate performance in the future.
1.5 Conclusion
The chapter one has indicated the research context/ research background, has described
rationales for performing this research, has proposed research objectives and aim and has
indicated the research structure/ main parts of this research. Through this chapter, this research’s
basic information has been presented and this chapter has been basic part for the author to
conduct these next chapters.

11
CHAPTER TWO – LITERATURE REVIEW
2.1 Introduction
The chapter two critically analyzes key concepts and key theories that are associated with this
dissertation’s research objectives and aim. In particular, this chapter critically analyzes the
concept of leadership style, the concept of corporate performance, the types of leadership style
(transformational leadership style and autocratic leadership style), and the relationship amongst
corporate performance and these leadership styles (transformational leadership style and
autocratic leadership style). In addition, this chapter indicates how to evaluate corporate
performance of companies. This chapter is basic knowledge for the researcher of this dissertation
to propose hypotheses involved in the relationship amongst corporate performance and the
leadership styles (transformational leadership style and autocratic leadership style) in
multinational companies in the UK (Jaguar Land Rover and Tesco). A research framework for
this dissertation will be created in this research to gain all research objectives and aim.
2.2 Leadership style
In terms of the leadership style, it is defined as the approach and the manner of offering
direction, conducting plans, and motivating employees (Amagoh, 2009). The leadership style
includes the total patterns of implicit and explicit actions conducted by leaders to increase the
corporate effectiveness and the employee effectiveness. For leaders, their leadership styles are

12
different. Indeed, a leader can use a leadership style that tells his or her subordinates what to
conduct and how to conduct it, without make reference to their ideas/ advice and the leadership
style is autocratic leadership style (Byrd, 2007). Another leader can use a leadership style that
includes more employees in his or her decision-making process, increase the innovative
capability of employees but the leader often retains the last decision-making authority. The
leadership style is transformational leadership style (Caligiuri and Tarique, 2012).
Based on business situations and working environment, leaders should choose suitable leadership
styles so that they can increase organizational commitment and job motivation of their
employees. Any leadership styles have their own advantages and disadvantages but it is
important for leaders to use the leadership styles innovatively and flexibly so that they they can
gain the highest leadership effectiveness and the highest corporate performance (Fairholm,
2009). For any leadership styles, it is necessary for leaders to pay much attention to needs and
expectations so that they can build strong relationships with their employees and they can make
their employees put great trust in them and follow their leadership (Frost and Walker, 2007).
2.3 Corporate performance
Regarding corporate performance, it is conceptualized as the corporate successes in terms of
many aspects like market share growth, asset growth, customer base growth, net profit growth
and revenue growth (Krishnana and Ramasamy, 2011). Zuriekat et al. (2011) define corporate
performance as the level in which an organization completes its organizational goals and gain the
growth of revenues, net profits, and other financial aspects according to its expectations. It is
extremely necessary for organizations to put great emphasis on maintaining good corporate
performance to have sufficient capital sources to perform the future business operations. Gross
(2015) conceptualize corporate performance as the organizational results expressed through main
aspects like succeeding the completion of organizational goals, gaining high market share,
succeeding development of customer base, managing human resources effectively, succeeding
development of business revenues and gaining high net profit growth.
When an organization has a good corporate performance, this means that this organization
succeeds to accomplish all its organizational goals, succeeds to enhance its customer number, is

13
effective in increasing its business profits, is positive in increasing its business sales and
develops its market share well. Hence, corporate performance reflects the corporate successes in
both two aspects, mainly, non-financial corporate performance and financial corporate
performance (Antony and Bhattacharyya, 2010). Investors often base on corporate performance
of an organization in terms of both non-financial corporate performance and financial corporate
performance to evaluate whether they should offer their money to invest in the organization. The
corporate performance of a company is high when it ensures the high performance in both non-
financial corporate performance and financial corporate performance (Singh et al., 2016).
2.4 Types of leadership style – transformational leadership style and autocratic leadership
style
2.4.1 Transformational leadership style
In terms of the transformational leadership style, it is defined as the leadership style that
develops an innovative organizational vision and inspires employees to achieve the vision (Boga
and Ensari, 2009). The transformation leadership style often increases the employee morale
because it focuses much on meeting needs and expectations of the employees (Cranford and
Glover, 2007). Transformational leaders are very effective in evaluating their organization’s
current situations and in creating an innovative organizational vision for the business growth.
They communicate the vision effectively with organizational members so that the organizational
members have deep understandings about the vision. In addition, the transformational leaders
deal with problems of their organization quickly and effectively because they have great insight/
see the big picture of the whole organization (Emery et al., 2007).
The ability of transformational leaders to inspire and motivate employees is very high.
Enthusiasm and passion are overall characteristics which help the transformational leaders to
gain the high trust from their subordinates to optimize corporate performance. When leading the
organization, they base on their enthusiasm and passion to communicate the organizational
vision and to increase employee motivation (Gomez-Mejia et al., 2007). However, there are two
main limitations of transformational leadership style. The first limitation of the transformational

14
leadership is that the transformational leadership style requires leaders to have continuous track
of needs and expectations of their subordinates so that they can meet all needs and expectations
of their subordinates. The second limitation of the transformational leadership is that the
transformational leadership style requires leaders to have continuous changes in their business
environment so that they ensure that their organizational vision is suitable with the current
business environment and their organization is conducting organizational changes positively
(Jones and Rudd, 2008; Jamaludin, 2011).
2.4.2 Autocratic leadership style
Regarding the autocratic leadership style, it is also regarded as authoritarian leadership style and
it is characterized by personal control over all business-related decisions and little input from the
subordinates (Bhatti et al., 2012). Thus, the autocratic leadership style involves authoritarian and
absolute control over their subordinates. According to Al-Khasawneh and Futa (2013), autocratic
leaders rarely accept ideas and advice from their subordinates and typically make decisions
based on their own viewpoints, ideas and evaluations. The autocratic leadership style can only
beneficial in some situations. For example, when decisions must be made fast without making
reference to ideas of a large number of people, the autocratic leadership style becomes beneficial.
Indeed, some projects require the autocratic leadership to have things finished efficiently and
quickly. When leaders are the most knowledgeable individuals in certain areas, the autocratic
leadership style can lead to quick and efficient decisions because they can assign tasks to various
subordinates and can establish solid deadlines for their projects to be completed efficiently and
quickly. The autocratic leadership style allows subordinates to concentrate on conducting
particular tasks without working about making complicated decisions. Then, it allows the
subordinates to become highly skilled at conducting particular tasks that are ultimately useful to
the business successes of the organization (Akor, 2014).
However, in the current business environments, changes in the external environment are fast and
are not easy to forecast. Then, leaders cannot have enough knowledge and expertise to make all
business decisions effectively and they need to make reference to ideas of their subordinates who
have direct interactions and deep understandings about customers, suppliers, and changes in the
external environment (Gaire and Bahadur, 2016). In today’s business environment, the autocratic

15
leadership style is problematic. Indeed, leaders who abuse autocratic leadership style are often
regarded as controlling, bossy and dictatorial leaders that can result in the resentment of their
subordinates. Because autocratic leaders make business-related decisions without making
reference to ideas of their subordinates, their subordinates can dislike this and can want to
indicate the innovative ideas that can be useful for the business successes of the organization
(Hassan et al., 2011).
2.5 The relationship between corporate performance and leadership styles
2.5.1 The relationship between corporate performance and transformational leadership
style
Transformational leaders use their beliefs in the vision of their organization to make their
subordinates to become more committed toward the organizational goals and to make their
subordinates to become more motivated toward the conduction of corporate strategies and the
completion of difficult work tasks. When the whole organization focuses much on gaining the
organizational vision, it is easier to achieve this vision (Mulla and Krishnan, 2011). According to
Riaz and Haider (2010), the transformational leadership style increases the corporate
performance because it increases the employee motivation and makes the employees feel that
they are an important part of their organization. Rowold and Schlotz (2009) indicate that good
transformational leaders have a broad vision for their organization’s future and this vision can
become a good instrument in the business planning for the organization like planning of
management of human resources, planning of management of customer relationships, planning
of management of supplier relationships, and planning of management of marketing activities.
The transformational leaders have innovative ideas and good vision for the future of their
organization and work with their subordinates innovatively to turn these business plans into
reality.
According to Sarros et al. (2008), the transformational leadership style increases the employee
retention and brings the best things to their subordinates. Indeed, the transformational leaders
spend more time with all their employees in finding the ways to make their employees’ jobs
easier, and in helping to create more effective plans for developing their employees’ career. The

16
individual attention of the transformational leaders will help to create strong relationships
between the leaders and their subordinates that will decrease employee turnover. The reduced
employee turnover will reduce costs of the organization and the increased leader-employee
relationships will increase employee performance. All things lead to increased corporate
performance of the organization. Wongyanon et al. (2015) indicate that transformational leaders
are strongly related to the business growth of their organization and the continuous development
of their employees. Indeed, the transformational leaders increase the business growth of their
organization because they pay much attention to the development of organizational innovation
and to the development of organizational learning. The transformational leaders increase the
development of their employees by offering personal trainings and contacting with each
employee. The transformational leaders improve current skills and knowledge for their
employees and offer new skills and knowledge to their employees through personal trainings and
make their employees get excited about gaining organizational goals. In addition, the
transformational leaders focus much on encouraging their employees to offer innovative ideas
for the business operations, empowering their employees to handle organizational problems fast
and innovatively, offering job autonomy to their employees to increase job responsibilities and
job innovation and rewarding their employees who complete jobs in the innovative ways.
According to Odumeru and Ogbonna (2013), transformational leaders attempt to convert their
employees that do not pay much attention to the organizational vision become excited and
energized about moving the organization forward. To conduct this, the transformational leaders
use “open door” policies that encourage their employees to present ideas, organize direct
meetings with each staffer and have close communications with each staffer. When employees
have the great trust in the leadership of transformational leaders, they will complete their jobs in
the best ways and will serve customers in the most effective ways. Then, customer satisfaction
and loyalty are increased significantly. McCleskey (2014) indicates that the corporate
performance of companies is decided by the transformational leaders because the leaders create
good conditions to increase organizational innovation, employee productivity, employee
motivation, employee commitment, employee responsibility, employee relationships, and
customer satisfaction.

17
In general, many researchers including Sarros et al. (2008), Rowold and Schlotz (2009), Riaz and
Haider (2010), Mulla and Krishnan (2011), Odumeru and Ogbonna (2013), McCleskey (2014)
and Wongyanon et al. (2015) recognize that corporate performance of companies is positively
affected by the transformational leadership style. Hence, to examine the positive relationship
between corporate performance and transformational leadership style in Jaguar Land Rover in
the UK, this dissertation suggests a hypothesis as follows:
H1: Corporate performance of Jaguar Land Rover in the UK is positively affected by
transformational leadership style.
2.5.2 The relationship between corporate performance and autocratic leadership style
Researchers have found that the autocratic leadership style often leads to a lack of innovative
solutions to organizational problems that can ultimately hurt the corporate performance
(Jayasingam and Cheng, 2009; Yahaya et al., 2014). Autocratic leaders have the trend to
overlook the expertise and the knowledge of their subordinates that can offer good solutions for
handling organizational problems. Failing to make reference to ideas of subordinates will
increase ineffective decisions (Khuong and Hoang, 2015). According to Ojokuku et al. (2012),
autocratic leadership style can impair the employee morale in some cases. Many employees tend
to feel happier and conduct their jobs better when they have contributions to the future of their
organization. Because autocratic leaders do not allow contributions of ideas of their subordinates,
their subordinates start to feel stifled and dissatisfied.
Omolayo (2007) indicates that autocratic leadership style typically uses one-way
communications that lead to low communication effectiveness of organizational vision and
missions and misunderstanding of employees. In today’s business environment, when
sociological and technological complexity is increasing, autocratic leadership style makes
decisions of leaders have the ineffective decisions. According to Osabiya and Ikenga (2015), the
autocratic leadership style leads to the low corporate performance of companies because it fails
to develop employees’ commitments to the achievement of organizational goals and it creates
problems like employee resentment, low employee morale and low employee productivity. Puni
et al. (2014) confirm that autocratic leadership style is not suitable to the working environment

18
that leaders do not have all knowledge regarding their business environment and the strong
cooperation between leaders and employees is high.
In general, many researchers including Omolayo (2007), Jayasingam and Cheng (2009),
Ojokuku et al. (2012), Yahaya et al. (2014), Khuong and Hoang (2015), and Osabiya and Ikenga
(2015) recognize that corporate performance of companies is negative affected by the autocratic
leadership style. Hence, to examine the negative relationship between corporate performance and
autocratic leadership style in Tesco in the UK, this dissertation suggests a hypothesis as follows:
H2: Corporate performance of Tesco in the UK is negatively affected by autocratic leadership
style.
2.6 How to evaluate corporate performance
Zuriekat et al. (2011) confirm that corporate performance is a crucial factor that helps investors
to have good evaluations about whether an organization is successful in gaining business goals.
In particular, the corporate performance reflects the operation results of this organization in
comparison with its rivals in the business markets. To evaluate the corporate performance of an
organization, it is necessary for investors to evaluate both financial corporate performance (the
growth of revenues, the growth of assets, the growth of net profits, the growth of market share,
and the growth of customer base) and the non-financial corporate performance (management of
human resources, management of customer relationships, management of supplier relationships,
and management of marketing activities). Richard et al. (2009) and Singh et al. (2016) indicate
that corporate performance of an organization has to be evaluated through many aspects
regarding business operations so that investors and other stakeholders can assess all weaknesses
and all strengths of the organization. This dissertation evaluates corporate performance of
multinational companies in the UK (Jaguar Land Rover and Tesco) through both financial
corporate performance and non-financial corporate performance. In detail, this dissertation
evaluate corporate performance of Jaguar Land Rover and Tesco through aspects like the growth
of revenues, the growth of assets, the growth of net profits, the growth of market share, the
growth of customer base, management of human resources, management of customer
relationships, management of supplier relationships, and management of marketing activities.

19
2.7 Conclusion
The chapter two has critically analyzed key concepts and key theories that are associated with
this dissertation’s research objectives and aim. In particular, this chapter has critically analyzed
the concept of leadership style, the concept of corporate performance, the types of leadership
style (transformational leadership style and autocratic leadership style), and the relationship
amongst corporate performance and these leadership styles (transformational leadership style and
autocratic leadership style). In addition, this chapter has indicated how to evaluate corporate
performance of companies. This chapter has proposed hypotheses involved in the relationship
amongst corporate performance and the leadership styles (transformational leadership style and
autocratic leadership style) in multinational companies in the UK (Jaguar Land Rover and
Tesco). A research framework for this dissertation is created in this research to gain all research
objectives and aim (see figure 1).
Figure 1: Research framework for this dissertation
Transformational
leadership style
Autocratic
leadership style
H1 (+)
H2 (-)
Corporate performance
of multinational
companies in the UK
(Jaguar Land Rover
and Tesco)
The research framework has two hypotheses as follows:
H1: Corporate performance of Jaguar Land Rover in the UK is positively affected by
transformational leadership style.
H2: Corporate performance of Tesco in the UK is negatively affected by autocratic leadership
style.

20
CHAPTER THREE – RESEARCH METHODOLOGY
3.1 Introduction
The chapter three indicates the way to collect data. This chapter indicates reasons for the choice
of the study methodology to gain the research objectives in the best results. In addition, this
chapter indicates limitations of applied methodology and issues associated with research ethics
that this dissertation needs to respect and follow to ensure the high research reliability level and
the high research validity level.
3.2 Study philosophy
When referring to study philosophy, it is easy to understand that the suitable study philosophy
will bring the research findings with the high reliability level and the high validity level. This
study presents three main philosophies that previous studies often use to gain their own research
objectives. The first study philosophy is positivism philosophy that uses objective evidence to
evaluate study phenomenon and then, it has reliable research findings (Bajpai, 2011). The second
study philosophy is interpretivism philosophy that uses subjective points of view to assess study
aspects and then, it creates valid research findings (Bazeley, 2013). The third study philosophy is
pragmatism philosophy that rejects weaknesses of positivism philosophy and interpretivism
philosophy and utilizes strengths of these two research philosophies because it uses both
objective evidence and subjective points of view to evaluate study aspects (Biesta and Burbules,
2004). This dissertation seeks the pragmatism philosophy because it uses uses both objective
evidence and subjective points of view to evaluate analyze the impact of leadership styles on
corporate performance of multinational companies in the UK (Jaguar Land Rover and Tesco). In
addition, with the pragmatism philosophy, this dissertation can increase the reliability and the
validity of research findings (Creswell, 2013).

21
3.3 Study approach
When referring to the study approach, there are two study approaches for researchers to choose,
namely, deduction approach and induction approach. The deduction approach is about the
research approach of utilizing available theories to explore study phenomenon in particular cases
while the induction approach is about the study approach of developing a new theory for study
phenomenon (Braun and Clarke, 2013). When choosing study approach, it is important for
researchers to consider whether there is a large amount of literature regarding their study
phenomenon. If there is a small amount of literature regarding their study phenomenon, they
should use induction approach. By contrast, if there is a large amount of literature regarding their
study phenomenon, they should use deduction approach (Bruce et al., 2008). The study
phenomenon of this dissertation is the impact of leadership styles on corporate performance and
there are a large number of the available theories about the study phenomenon. Hence, this
dissertation chooses the deduction approach to utilize the available theories in cases – Jaguar
Land Rover and Tesco in the UK. In addition, the deduction approach is suitable with this
dissertation because the deduction approach helps this dissertation to be completed more quickly
compared with the induction approach (Cohen et al., 2011). Indeed, with the limited study time,
this dissertation is more beneficial to choose the deduction approach.
3.4 Study strategy
Three main study strategies that previous studies often use to gain their own study objectives are
action research strategy, case study strategy and survey strategy. The action research strategy is
about the study strategy of using documents in working environment to explore problems in the
working environment of the researchers (Kaplan, 2004). The case study strategy is about the
study strategy of deepening study issues in a case/ cases (an organization/ organizations) (Miles
et al., 2013). The survey strategy is about the study strategy of conducting data collection from
representative individuals in the targeted population (Osborne, 2007). This dissertation decides
to choose the case study strategy because this dissertation focuses much on evaluating the impact
of leadership styles on corporate performance in cases, namely, Jaguar Land Rover and Tesco in
the UK. In addition, the case study strategy creates good conditions for this dissertation to
explore study issues in detail and deeply (Ritchie, 2013).

22
3.5 Study method
Three main study methods that previous studies often use to explore their study phenomena are
qualitative research method, quantitative research method and mixed research method. The
qualitative research method is about the research method that utilizes non-numerical data to
deeply evaluate study issues (Patton, 2015). On the other hand, the quantitative research method
is about the research method that utilizes numerical data to evaluate and measure factors
(Saunders et al., 2012). The mixed research method is about the research method that utilizes
numerical data and non-numerical data to gain the high reliability and the high validity of
research findings (Creswell, 2013). This dissertation uses the mixed research method because it
rejects weaknesses of qualitative research method and quantitative research method and utilizes
strengths of these two research methods (Biggam, 2008). This dissertation seeks the mixed
research method because it can increase the reliability and the validity of research findings
(Creswell, 2013).
3.6 Research data source
Regarding research data source, secondary data are used for this dissertation to analyze how
leadership styles (transformational leadership style and autocratic leadership style) affect
corporate performance of multinational companies in the UK (Jaguar Land Rover and Tesco)
and to evaluate the level of corporate performance (financial corporate performance and non-
financial corporate performance) of the multinational companies in the UK (Jaguar Land Rover
and Tesco). There are three reasons for using the secondary data. Firstly, the author can be easy
to gain the secondary data in the short time. Secondly, the author can be easy to gain the
secondary data at the low costs. Thirdly, the author can evaluate the secondary data before using
them and then, it is easy for the author to choose the suitable secondary data to gain all research
objectives (Waters, 2011). The secondary data are collected from books, organizational reports,
journals, and newspapers.
3.7 Study ethics
As a secondary research, this dissertation follows three main requirements of research ethics to
ensure the high reliability level and the high validity level of research findings. Firstly, this

23
dissertation only gathers secondary data that the authors of the secondary data allow this
dissertation to gather. Secondly, this dissertation ensures the integrity in analyzing the secondary
data. Finally, this dissertation cites all secondary data that are referenced in this dissertation.
3.8 Limitations of the research methodology
The study methodology has three main limitations. Firstly, this dissertation only uses the
secondary data to explore the impact of leadership styles on corporate performance of
multinational companies in the UK (Jaguar Land Rover and Tesco). Secondly, this dissertation
only uses case study strategy that can ensure the generalization of study findings (Patton, 2015).
Finally, this dissertation uses the mixed research method that requires high efforts of the author
to manage the research process to ensure the highly reliable and valid research findings
(Creswell, 2013).
3.9 Conclusion
The chapter three has indicated the way to collect secondary data. This chapter has indicated
reasons for the choice of the research methodology (pragmatism philosophy, deduction
approach, mixed research method, and case study strategy) to gain the research objectives in the
best results. In addition, this chapter has indicated limitations of applied methodology and issues
associated with research ethics that this dissertation needs to respect and follow to ensure the
research reliability and the research validity.

24
CHAPTER FOUR – ANALYSIS AND DISCUSSION OF FINDINGS
4.1 Introduction
The chapter four analyzes how leadership styles (transformational leadership style and autocratic
leadership style) affect corporate performance of multinational companies in the UK (Jaguar
Land Rover and Tesco) and evaluates the level of corporate performance (financial corporate
performance and non-financial corporate performance) of multinational companies in the UK
(Jaguar Land Rover and Tesco). In addition, research result discussions are presented in this
chapter to compare and contrast the research results of this dissertation to the research results of
other previous studies.
4.2 How leadership styles (transformational leadership style and autocratic leadership
style) affect corporate performance of multinational companies in the UK (Jaguar Land
Rover and Tesco)
4.2.1 How transformational leadership style positively affects corporate performance of
Jaguar Land Rover
For Jaguar Land Rover, the transformation leadership style of leaders has increased the employee
morale because it focuses much on meeting needs and expectations of the employees.
Transformational leaders of Jaguar Land Rover are very effective in evaluating their
organization’s current situations and in creating an innovative organizational vision for the
business growth. In Jaguar Land Rover, the transformational leaders have communicated the
vision effectively with their subordinates so that their subordinates have deep understandings
about the vision and they deal with problems of their organization quickly and effectively due to
great insight into all aspects of the whole organization (Hicks, 2011).
In Jaguar Land Rover, the ability of transformational leaders to inspire and motivate their
employees is very high. Enthusiasm and passion of the transformational leaders in this

25
organization have increased the high trust from their subordinates to optimize corporate
performance. When leading employees in Jaguar Land Rover, they base on their enthusiasm and
passion to communicate the organizational vision and to increase employee motivation
(Rajegopal, 2012). Transformational leaders in Jaguar Land Rover use their beliefs in the vision
to make their subordinates to become more committed toward the organizational goals and to
make their subordinates to become more motivated toward the conduction of corporate strategies
and the completion of difficult work tasks. When the all organizational members in Jaguar Land
Rover focus much on gaining the organizational vision, it is easier for this organization to
achieve this vision. According to Barbera (2014), the transformational leadership style of leaders
in Jaguar Land Rover increases the corporate performance of this organization because it
increases the employee motivation and makes the employees feel that they are an important part
of Jaguar Land Rover. Good transformational leaders in Jaguar Land Rover have a broad vision
for their organization’s future and this vision can become a good instrument in the business
planning for the organization like planning of management of human resources, planning of
management of customer relationships, planning of management of supplier relationships, and
planning of management of marketing activities. The transformational leaders of Jaguar Land
Rover have innovative ideas and good vision for the future of their organization and work with
their subordinates innovatively to turn these business plans into reality.
Rao (2016) indicates that transformational leaders of Jaguar Land Rover are strongly related to
the business growth of their organization and the continuous development of their employees.
Indeed, the transformational leaders of Jaguar Land Rover increase the business growth of their
organization because they pay much attention to the development of organizational innovation
and to the development of organizational learning. The transformational leaders of Jaguar Land
Rover increase the development of their employees by offering personal trainings and contacting
with each employee. The transformational leaders of Jaguar Land Rover improve current skills
and knowledge for their employees and offer new skills and knowledge to their employees
through personal trainings and make their employees get excited about gaining organizational
goals. In short, this dissertation explores that corporate performance of Jaguar Land Rover in the
UK is positively affected by transformational leadership style. In other words, H1 is confirmed
in this dissertation.

26
4.2.2 How autocratic leadership style negatively affects corporate performance of Tesco
In Tesco, the autocratic leadership style is used by its leaders. In particular, the autocratic leaders
rarely accept ideas and advice from their subordinates and typically make decisions based on
their own viewpoints, ideas and evaluations. In the current business environments, changes in the
external environment are fast and are not easy for Tesco to predict. Then, autocratic leaders in
Tesco cannot have sufficient knowledge and expertise to make all business decisions effectively
and they need to make reference to ideas of their subordinates who have direct interactions and
deep understandings about customers, suppliers, and changes in the external environment (Tse et
al., 2016). In today’s business environment, the autocratic leadership style of Tesco is
problematic. Indeed, autocratic leaders result in the resentment of their subordinates because they
make business-related decisions without making reference to ideas of their subordinates. Then,
their subordinates can dislike this and can want to indicate the innovative ideas that can be useful
for the business successes of the organization (Zhao, 2014).
Many researchers have found that the autocratic leadership style of leaders in Tesco leads to a
lack of innovative solutions to organizational problems that can ultimately hurt the corporate
performance of Tesco (Zhao, 2014; Mason and Evans, 2015; Tse et al., 2016). The autocratic
leaders of Tesco overlook the expertise and the knowledge of their subordinates that can offer
good solutions for handling organizational problems of Tesco. Failing to make reference to ideas
of subordinates increases ineffective decisions of autocratic leaders of Tesco (Mason and Evans,
2015). In addition, autocratic leadership style of leaders in Tesco impairs the employee morale in
many cases. Indeed, many employees of Tesco tend to feel happier and conduct their jobs better
when they have contributions to the future of their organization. However, because autocratic
leaders do not allow contributions of ideas of their subordinates, their subordinates start to feel
stifled and dissatisfied. In short, this dissertation explores that corporate performance of Tesco in
the UK is negatively affected by autocratic leadership style. In other words, H2 is confirmed in
this dissertation.

27
4.3 The level of corporate performance (financial corporate performance and non-financial
corporate performance) of multinational companies in the UK (Jaguar Land Rover and
Tesco)
4.3.1 The level of corporate performance (financial corporate performance and non-
financial corporate performance) of Jaguar Land Rover
Corporate performance of Jaguar Land Rover was high from 2011 to 2015 because the level of
financial corporate performance was high from 2011 to 2015. Indeed, the growth of revenues,
the growth of assets, the growth of net profits, the growth of market share, and the growth of
customer base were high during the 2011-2015 period and the level of non-financial corporate
performance were high during the 2011-2015. In particular, management of human resources,
management of customer relationships, management of supplier relationships, and management
of marketing activities) were positive during the 2011-2015 period. Table 1 describes the
financial corporate performance of Jaguar Land Rover during the period of 2011-2015 and the
financial corporate performance is indicated in terms of the growth of revenues, the growth of
assets, the growth of net profits, the growth of market share, and the growth of customer base.
Financial corporate performance of Jaguar Land Rover
Table 1: Financial corporate performance of Jaguar Land Rover from 2011 to 2015
Corporate performance 2011 2012 2013 2014 2015
The growth of revenues 51.1% 36.9% 16.7% 22.8% 12.7%
The growth of assets 16.2% 16.7% 17.3% 21.1% 22.4%
The growth of net
profits
15.2% 15.3% 14.8% 17.4% 18.8%
The growth of market
share
3.1% 3.7% 3.9% 4.7% 8.7%
The growth of customer
base
4.2% 8.3% 9.1% 10.2% 11.1%
Source: Annual reports of Jaguar Land Rover during the period of 2011-2015

28
From table 1, revenues, assets, net profits, market share, and customer base of Jaguar Land
Rover increased during the 2011-2015 period. For the revenues, Jaguar Land Rover had the
better increase in revenues compared with its rivals during the period of 2011-2015. For the
assets, Jaguar Land Rover had the high growth level in assets during the period of 2011-2015. In
terms of net profits, Jaguar Land Rover had the significant increase level in net profits from
15.2% in 2011 to 18.8% in 2015. With the market share, Jaguar Land Rover had an advantage
regarding the high market share in the UK and the growth of market share of this organization
was fast during the period of 2011-2015. In addition, in terms of customer base, Jaguar Land
Rover had the significant increase in customer base from 4.2% in 2011 to 11.1% in 2015.
Non-financial corporate performance of Jaguar Land Rover
The level of non-financial corporate performance of Jaguar Land Rover in terms of management
of human resources, management of customer relationships, management of supplier
relationships, and management of marketing activities was high from 2011 to 2015. Indeed, the
rate of employee turnover of Jaguar Land Rover was low and the index of the employee
satisfaction was high during the period of 2011-2015. Leaders of Jaguar Land Rover with the
transformational leadership style and ethical leadership style created good conditions for their
employees to develop during the period of 2011-2015. Management of customer relationships of
Jaguar Land Rover was positive from 2011 to 2015 because the index of customer satisfaction in
Jaguar Land Rover was high during that period and customers became preferred for this
organization during that period. In particular, Jaguar Land Rover focused much on R&D
activities to create innovative products with the suitable prices to serve all needs of its customers
(Rao, 2016).
Management of supplier relationships of Jaguar Land Rover was effective from 2011 to 2015
because this organization could purchase items and raw materials with low prices from its
suppliers and the suppliers had high commitment to offering high-quality items and raw
materials to Jaguar Land Rover. In addition, the situations regarding bribery of suppliers for
managers and leaders of Jaguar Land Rover did not occur during the period of 2011-2015. The
relations amongst suppliers and Jaguar Land Rover were built through the mutual trust and the
integrity during that period (Rao, 2016). Management of marketing activities of Jaguar Land

29
Rover was effective from 2011 to 2015 because the positive comments about this organization in
terms of differentiated products, fair treatments for staffers and transparency in financial reports
were strongly spread in the public from 2011 to 2015. This organization was effective in
performing marketing operations to increase the positive brand images in the public (Barbera,
2014).
4.3.2 The level of corporate performance (financial corporate performance and non
financial corporate performance) of Tesco
Corporate performance of Tesco was low from 2011 to 2015 because the level of financial
corporate performance was low from 2011 to 2015 and the level of non-financial corporate
performance was low from 2011 to 2015.
Financial corporate performance of Tesco
Table 2: Financial corporate performance of Tesco from 2011 to 2015
Financial corporate
performance
2011 2012 2013 2014 2015
The growth of revenues (1.1%) (3.1%) (5.2%) (12.1%) (14.3%)
The growth of assets 7.2% 5.3% 3.1% 2.4% 1.1%
The growth of net
profits
(2.1%) (15.3%) (22.2%) (29.1%) (37.1%)
The growth of market
share
(1.3%) (2.2%) (4.2%) (7.1%) (9.2%)
The growth of customer
base
(1.2%) (11.3%) (25.1%) (37.4%) (49.2%)
Source: Annual reports of Tesco during the period of 2011-2015
From table 2, revenues, net profits, market share, and customer base of Tesco reduced during the
2011-2015 period while the growth of assets was low during that period. For the revenues, Tesco
had the fast reduction in revenues during the period of 2011-2015. For the assets, Tesco had the

30
low growth level in assets during the period of 2011-2015. In terms of net profits, Tesco had the
significant reduction level in net profits from reduction of 2.1% in 2011 to reduction of 37.1% in
2015. With the market share, Tesco faced a problem regarding the significant reduction in
market share. In addition, in terms of customer base, Tesco had significant reduction in customer
base from reduction of 1.2% in 2011 to reduction of 49.2% in 2015.
Non-financial corporate performance of Tesco
The level of non-financial corporate performance of Tesco in terms of management of human
resources, management of customer relationships, management of supplier relationships, and
management of marketing activities was low from 2011 to 2015. Indeed, the rate of employee
turnover of Tesco was high and the index of the employee satisfaction was low during the period
of 2011-2015. For example, in 2012, leaders of Tesco with the autocratic leadership style and
unethical leadership style hired foreign students to conduct job tasks in its UK retailing stores
and forced the studies to conduct their jobs in the long time (over 50 hours per week) while the
UK government did not allow organizations including Tesco in the UK to conduct this thing.
Indeed, the UK government only allows organizations in this nation to hire foreign and local
students to conduct job tasks with the maximum time of only 20 hours per week. Tesco had the
goal of employing the foreign students to decrease wage expenses and to utilize the hard-
working capabilities of the foreign students. In addition, Tesco has been criticized about the
unfair treatments for its staffers (Mason and Evans, 2015).
Management of customer relationships of Tesco was not positive from 2011 to 2015 because the
index of customer satisfaction in Tesco was low during that period and the disappointment of
customers for this organization was very high during that period. In particular, Tesco faked horse
meat into beef meat to produce its beef products and it offered such products to UK consumers
with the cheap prices. The fraud action was criticized by UK consumers and the UK government.
Then, UK consumers boycotted Tesco’s products and the corporate performance was
significantly in 2013 (Neate and Moulds, 2013).
Management of supplier relationships of Tesco was not effective from 2011 to 2015 because this
organization could not purchase items and raw materials with low prices from its suppliers and

31
the suppliers did not have high commitment to offering high-quality items and raw materials to
Tesco. In addition, the situations regarding bribery of suppliers for managers and leaders of
Tesco often occurred during the period of 2011-2015 and the purpose of bribery of the suppliers
was to sell low-quality items and raw materials to Tesco. The relations amongst suppliers and
Tesco were not built through the mutual trust and the integrity. It is crucial for Tesco to be
interested in this (Mason and Evans, 2015). Management of marketing activities of Tesco was
not effective from 2011 to 2015 because the negative comments about this organization in terms
of scandal of horsemeat, supplier bribery, unfair treatments for staffers and lack of transparency
in financial reports and fraud of customers were strongly spread in the public from 2011 to 2015.
This organization was not effective in performing marketing operations to improve the negative
brand images in the public (Zhao, 2014).
4.4 Discussion of research findings
This dissertation explores that corporate performance of Jaguar Land Rover in the UK is
positively affected by transformational leadership style. The research result is similar with the
research result of earlier studies including Sarros et al. (2008), Rowold and Schlotz (2009), Riaz
and Haider (2010), Mulla and Krishnan (2011), Odumeru and Ogbonna (2013), McCleskey
(2014) and Wongyanon et al. (2015) because the earlier studies recognize that corporate
performance of companies is positively affected by the transformational leadership style. The
earlier studies indicate that the transformational leadership style increases the employee retention
and brings the best things to their subordinates. The transformational leaders spend more time
with all their employees in finding the ways to make their employees’ jobs easier, and in helping
to create more effective plans for developing their employees’ career. The individual attention of
the transformational leaders will help to create strong relationships between the leaders and their
subordinates that will decrease employee turnover. The reduced employee turnover will reduce
costs of the organization and the increased leader-employee relationships will increase employee
performance. All things lead to increased corporate performance of the organization. In addition,
the transformational leaders focus much on encouraging their employees to offer innovative
ideas for the business operations, empowering their employees to handle organizational problems
fast and innovatively, offering job autonomy to their employees to increase job responsibilities
and job innovation and rewarding their employees who complete jobs in the innovative ways.

32
For Jaguar Land Rover, the transformational leaders attempt to convert their employees that do
not pay much attention to the organizational vision become excited and energized about moving
the organization forward. To conduct this, the transformational leaders use positive policies that
encourage their employees to present ideas, organize direct meetings with each staffer and have
close communications with each staffer. When employees have the great trust in the leadership
of transformational leaders, they will complete their jobs in the best ways and will serve
customers in the most effective ways. Then, customer satisfaction and loyalty are increased
significantly. The corporate performance of Jaguar Land Rover is decided by the
transformational leaders because the leaders create good conditions to increase organizational
innovation, employee productivity, employee motivation, employee commitment, employee
responsibility, employee relationships, and customer satisfaction.
This dissertation explores that corporate performance of Tesco in the UK is negatively affected
by autocratic leadership style. The research result is similar with the research result of earlier
studies including Omolayo (2007), Jayasingam and Cheng (2009), Ojokuku et al. (2012), Yahaya
et al. (2014), Khuong and Hoang (2015), and Osabiya and Ikenga (2015) because the earlier
studies recognize that corporate performance of companies is negative affected by the autocratic
leadership style. The earlier studies indicate that autocratic leadership style typically uses one-
way communications that lead to low communication effectiveness of organizational vision and
missions and misunderstanding of employees. In today’s business environment, when
sociological and technological complexity is increasing, autocratic leadership style makes
decisions of leaders have the ineffective decisions. For Tesco, the autocratic leadership style of
leaders leads to the low corporate performance of Tesco because it fails to develop employees’
commitments to the achievement of organizational goals and it creates problems like employee
resentment, low employee morale and low employee productivity. The autocratic leadership
style of leaders of Tesco is not suitable to the working environment that requires the strong
cooperation between leaders and employees of Tesco.
4.5 Conclusion
The author explores that transformational leadership style positively affects corporate
performance of Jaguar Land Rover while autocratic leadership style negatively affects corporate

33
performance of Tesco. The author explores that the level of corporate performance of Jaguar
Land Rover was high during the 2011-2015 period because the level of financial corporate
performance (the growth of revenues, the growth of assets, the growth of net profits, the growth
of market share, and the growth of customer base) was high during the 2011-2015 period and the
level of non-financial corporate performance (management of human resources, management of
customer relationships, management of supplier relationships, and management of marketing
activities) was high during the 2011-2015 period. Moreover, the author explores that the level of
corporate performance of Tesco was low during the 2011-2015 period because the level of
financial corporate performance (the growth of revenues, the growth of assets, the growth of net
profits, the growth of market share, and the growth of customer base) was low during the 2011-
2015 period and the level of non-financial corporate performance (management of human
management of marketing activities) was low during the 2011-2015 period.

34
CHAPTER FIVE – CONCLUSION AND RECOMMENDATION
5.1 Introduction
The chapter five summarizes what the relationship amongst corporate performance and
leadership styles in multinational companies in the UK (Jaguar Land Rover and Tesco) is and
what the level of corporate performance of multinational companies in the UK (Jaguar Land
Rover and Tesco) is. This chapter indicates research contributions and study limitations. In
addition, this chapter presents solutions associated with leadership styles for leaders of the
multinational companies in the UK (Jaguar Land Rover and Tesco) to improve the corporate
5.2 Conclusions of this research
research objectives are described in detail as follows: (1) to analyze how leadership styles
of multinational companies in the UK (Jaguar Land Rover and Tesco), (2) to evaluate the level
of corporate performance (financial corporate performance and non-financial corporate
performance) of multinational companies in the UK (Jaguar Land Rover and Tesco) and (3) to
give solutions associated with leadership styles for leaders of multinational companies in the UK
(Jaguar Land Rover and Tesco) to improve their corporate performance in the future. This
dissertation’ main aim and individual objectives have been gained by the author. The conclusions
of this dissertation demonstrate the completion of the main research aim and the individual
research objectives:
Firstly, this dissertation has analyzed how leadership styles (transformational leadership style
and autocratic leadership style) affect corporate performance of multinational companies in the
UK (Jaguar Land Rover and Tesco). In particular, this dissertation has explored that
transformational leadership style positively affects corporate performance of Jaguar Land Rover
while autocratic leadership style negatively affects corporate performance of Tesco. The research
result has helped this dissertation to gain the first research objectives.

35
Secondly, this dissertation has evaluated the level of corporate performance (financial corporate
performance and non-financial corporate performance) of multinational companies in the UK
(Jaguar Land Rover and Tesco). This dissertation has explored that the level of corporate
performance of Jaguar Land Rover was high during the 2011-2015 period because the level of
financial corporate performance (the growth of revenues, the growth of assets, the growth of net
profits, the growth of market share, and the growth of customer base) was high during the 2011-
2015 period and the level of non-financial corporate performance (management of human
management of marketing activities) was high during the 2011-2015 period. This dissertation has
also explored that the level of corporate performance of Tesco was low during the 2011-2015
period because the level of financial corporate performance (the growth of revenues, the growth
of assets, the growth of net profits, the growth of market share, and the growth of customer base)
was low during the 2011-2015 period and the level of non-financial corporate performance
(management of human resources, management of customer relationships, management of
supplier relationships, and management of marketing activities) was low during the 2011-2015
period. The research results have helped this dissertation to gain the second research objectives.
Finally, this dissertation has suggested solutions associated with leadership styles for leaders of
multinational companies in the UK (Jaguar Land Rover and Tesco) to improve their corporate
performance in the future. The recommendations have helped this dissertation to gain the final
research objectives. All the individual research objectives are gained and then, the research aim
of this dissertation is also gained.
5.3 Contributions of this research
This dissertation has three main contributions. Firstly, there have been researchers investigating
the impacts of business strategy, competitive strategy, and human resource management strategy
on corporate performance of companies in developed nations. However, there are a small
number of researchers offering the detailed information about the impact of leadership styles on
corporate performance in multinational companies in the UK. Thus, this dissertation investigates
the impact of leadership styles on corporate performance in multinational companies in the UK
(especially, Jaguar Land Rover and Tesco) to fill this literature gap. Secondly, this dissertation

36
helps multinational companies in the UK (Jaguar Land Rover and Tesco) to know how
leadership styles (such as transformational leadership style and autocratic leadership style) can
affect their business performance and gives solutions associated with leadership styles for leaders
of these multinational companies in the UK to improve the corporate performance in the future.
Finally, this dissertation helps investors who want to open their companies in the UK to know
how leadership styles affect the business performance and then, their companies will become
positive and effective in the future.
5.4 Limitations of this research
This dissertation has five main limitations. Firstly, this dissertation only uses the secondary data
to explore the impact of leadership styles on corporate performance of multinational companies
in the UK (Jaguar Land Rover and Tesco). The future study should use additional primary data
to explore the impact of leadership styles on corporate performance of multinational companies
in the UK (Jaguar Land Rover and Tesco). Secondly, this dissertation only explores the impact
of leadership styles on corporate performance of two multinational companies in the UK,
namely, Jaguar Land Rover and Tesco). The future study should explore the impact of leadership
styles on corporate performance of more multinational companies in the UK. Thirdly, this
dissertation only explores the relationships between leadership styles and corporate performance
in multinational companies in the UK and the future study should investigate the relationships
between leadership styles and corporate performance in small and medium-sized enterprises in
the UK. Fourthly, this dissertation only explores the impact of two leadership styles
(transformational leadership style and autocratic leadership style) on corporate performance in
multinational companies in the UK and the future study should investigate other leadership styles
like transactional leadership style, democratic leadership style, servant leadership style, etc.
Finally, this dissertation only has the research scope in the UK and the future study should
investigate the impact of leadership styles on corporate performance of multinational companies
in other nations like the United States, Germany, etc.

37
5.5 Recommendations
The author suggests three main solutions associated with leadership styles for leaders of the
performance in the future:
Firstly, leaders of Jaguar Land Rover should continue using the transformational leadership style
because the transformational leadership style can increase the effectiveness of managing
organizational changes, can create innovative solution to handle organizational problems, can
increase employee commitment and loyalty, can increase customer relationships and loyalty, can
increase employee motivation, can increase the corporate learning capability, and can increase
corporate performance. Leaders of Jaguar Land Rover have been successful in leading their
subordinates and then, it is important for leaders to retain the effective leadership approaches.
Secondly, leaders of Tesco should change their autocratic leadership style and should use the
transformational leadership style. In particular, leaders of Tesco should make reference to other
people to make more effective decisions, and should empower their subordinates to handle fast
tasks. Leaders of Tesco should not be dictatorial to avoid leading to resentment of their
subordinates and should encourage contributions of ideas of their subordinates to create
innovative solutions to handle organizational problems. Leaders of Tesco should understand that
overlooking the expertise and the knowledge of their subordinates can hurt the overall business
success of Tesco.
Finally, leaders of Jaguar Land Rover and Tesco should have ethical leadership style. In
particular, the leaders should respect values of customers, and should respect benefits of
employees, investors and other stakeholders because business integrity and respect of benefits of
stakeholders are the good ways for the leaders to increase their corporate performance. For
Jaguar Land Rover, leaders of this organization are ethical leaders. However, for Tesco, leaders
of this organization are not ethical leaders and they should change to become ethical leaders in
the future.

38
5.6 Conclusion
This chapter has summarized what the relationship amongst corporate performance and
leadership styles in multinational companies in the UK (Jaguar Land Rover and Tesco) is and
what the level of corporate performance of multinational companies in the UK (Jaguar Land
Rover and Tesco) is. This chapter has indicated research contributions and study limitations. In
addition, this chapter has presented solutions associated with leadership styles for leaders of the
performance in the future. The leaders of these multinational companies in the UK should make
reference to this dissertation to increase their leadership effectiveness and their corporate

39
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