1) The document examines culturally-linked leadership styles between middle managers in Malaysia and Australia. It administered a leadership questionnaire to managers in both countries and found differences influenced by cultural factors.
2) In Malaysia, which has high power distance, managers preferred a transactional leadership style that is directive and sets clear expectations. This fits with collectivist cultures where harmony and relationships are valued over direct debate.
3) In Australia, which is more individualistic, managers favored a transformational style that is participative and empowering. This aligns with individualistic cultures valuing autonomy and personal goals over group obligations.
The motivation to undertake this research was built against the background of changes experienced within the FMOH between 2015 and 2017. During this time, the leadership of the Federal Ministry of Health was able to transform the potential of the department of medical supplies into reality by building new infrastructure and creating an enabling work environment through the effective leadership and vision of the new Minister of Health in Sudan (Mustafa, 2017). It is no longer a cliché to note that effective leadership is a problem in Africa with such narratives as mediocre, poor and catastrophic used to appraise the performance of leaders particularly in political and other public service positions (Rotberg, 2004). However, whilst this negative characterization remains dominant, and rightfully so, there are glimpses of effective leadership in some places.
Implicit Leadership Perception at Context of; Intergovernmental and Nongovern...inventionjournals
Main focus of this study is exploring the Intergovernmental and Nongovernmental Organizations’ employees leadership perceptions based on differences of their cultural, national, educational, experience. The reason of studying in this sector; contains variety of cultural background and international experienced staff .Research has been done Gaziantep in Turkey because many UN agencies and NGO’s are operating in Gaziantep based on current situation in Syria armed conflict. Also this kind of organizations are specialized for emergency situations, development strategies and humanitarian aid at worldwide so we have to take in to account how hard it is managing these issues globally. We found some evidence that affecting leadership perceptions which are related participant experience, foreign language and education level and details are provided on discussion section. The question of research is expectations of leadership by multinational organizations employees. We haven’t seen any direct study related for both Intergovernmental and Nongovernmental organizations employees’ perceptions of implicit leadership, for this reason our study may provide contribution to literature.
The motivation to undertake this research was built against the background of changes experienced within the FMOH between 2015 and 2017. During this time, the leadership of the Federal Ministry of Health was able to transform the potential of the department of medical supplies into reality by building new infrastructure and creating an enabling work environment through the effective leadership and vision of the new Minister of Health in Sudan (Mustafa, 2017). It is no longer a cliché to note that effective leadership is a problem in Africa with such narratives as mediocre, poor and catastrophic used to appraise the performance of leaders particularly in political and other public service positions (Rotberg, 2004). However, whilst this negative characterization remains dominant, and rightfully so, there are glimpses of effective leadership in some places.
Implicit Leadership Perception at Context of; Intergovernmental and Nongovern...inventionjournals
Main focus of this study is exploring the Intergovernmental and Nongovernmental Organizations’ employees leadership perceptions based on differences of their cultural, national, educational, experience. The reason of studying in this sector; contains variety of cultural background and international experienced staff .Research has been done Gaziantep in Turkey because many UN agencies and NGO’s are operating in Gaziantep based on current situation in Syria armed conflict. Also this kind of organizations are specialized for emergency situations, development strategies and humanitarian aid at worldwide so we have to take in to account how hard it is managing these issues globally. We found some evidence that affecting leadership perceptions which are related participant experience, foreign language and education level and details are provided on discussion section. The question of research is expectations of leadership by multinational organizations employees. We haven’t seen any direct study related for both Intergovernmental and Nongovernmental organizations employees’ perceptions of implicit leadership, for this reason our study may provide contribution to literature.
Challenges in leading and managing people in educational institutions are worthwhile indicators that require constant checks and adjustments. These verifications are necessary because humans are complex beings and whose thinking faculties are not fixed and often guided by situational and environmental factors. Consequently, they must have divergent views which may pose unpredictable problems to administrators. Only very smart and ardent leaders maybe quick to detect, withstand and overcome such inevitables. The need for such challenges to be identified and controlled before they galvanize subordinates into negative behavioral tendencies cannot be under-estimated. This paper therefore examined possible challenges which may manifest as impediments or hindrances to the effective leading and managing of people in educational institutions in Cameroon. A number of challenges were examined and discussed in the paper. Suggestions for ways of checking and controlling the challenges have been made to serve as a reservoir of checks and guides for school administrators and leaders. The paper cautions school managers to be tactful and apply modern charismatic approaches in the control, directing of staff and managing of their institutions.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
Man, the different situations in which he finds himself, the diversity of aims, objectives and functions that he purpose and that are laid down for him and the many types of frames of reference in which he finds himself, are all together so complex and complicated that we cannot evolve anything like a universal formula for leadership. In fact the most that we can say and we can say it all generic elements of administration – is that the success of leadership in the final analysis is determined by the knowledge of the leader and of the people he leads. This knowledge includes knowledge of things outside the group’s own frame of reference. All this constitute the subject – matter of this article.
Leadership is one of the most discussed topics in management. Everyone has a couple of points to illustrate and a type to support. Here is a comparison between a few leadership models.
American Research Journal of Humanities & Social Science (ARJHSS) is a double blind peer reviewed, open access journal published by (ARJHSS).
The main objective of ARJHSS is to provide an intellectual platform for the international scholars. ARJHSS aims to promote interdisciplinary studies in Humanities & Social Science and become the leading journal in Humanities & Social Science in the world.
Understand the framework of leadership effectiveness.
The objectives: To understand Leadership characteristic categories,
scientific research study in leadership and
basic of leadership styles
Challenges in leading and managing people in educational institutions are worthwhile indicators that require constant checks and adjustments. These verifications are necessary because humans are complex beings and whose thinking faculties are not fixed and often guided by situational and environmental factors. Consequently, they must have divergent views which may pose unpredictable problems to administrators. Only very smart and ardent leaders maybe quick to detect, withstand and overcome such inevitables. The need for such challenges to be identified and controlled before they galvanize subordinates into negative behavioral tendencies cannot be under-estimated. This paper therefore examined possible challenges which may manifest as impediments or hindrances to the effective leading and managing of people in educational institutions in Cameroon. A number of challenges were examined and discussed in the paper. Suggestions for ways of checking and controlling the challenges have been made to serve as a reservoir of checks and guides for school administrators and leaders. The paper cautions school managers to be tactful and apply modern charismatic approaches in the control, directing of staff and managing of their institutions.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
Man, the different situations in which he finds himself, the diversity of aims, objectives and functions that he purpose and that are laid down for him and the many types of frames of reference in which he finds himself, are all together so complex and complicated that we cannot evolve anything like a universal formula for leadership. In fact the most that we can say and we can say it all generic elements of administration – is that the success of leadership in the final analysis is determined by the knowledge of the leader and of the people he leads. This knowledge includes knowledge of things outside the group’s own frame of reference. All this constitute the subject – matter of this article.
Leadership is one of the most discussed topics in management. Everyone has a couple of points to illustrate and a type to support. Here is a comparison between a few leadership models.
American Research Journal of Humanities & Social Science (ARJHSS) is a double blind peer reviewed, open access journal published by (ARJHSS).
The main objective of ARJHSS is to provide an intellectual platform for the international scholars. ARJHSS aims to promote interdisciplinary studies in Humanities & Social Science and become the leading journal in Humanities & Social Science in the world.
Understand the framework of leadership effectiveness.
The objectives: To understand Leadership characteristic categories,
scientific research study in leadership and
basic of leadership styles
Lesson Four Leadership Behaviors and their Ethical Implications.docxsmile790243
Lesson Four: Leadership Behaviors and their Ethical Implications
Lesson Three discussed three of the most prominent ethical theories, as well as their application to The Trolley Problem in order to assess relative consequences. Lesson Four will introduce some of the most prominent behavioral theories concerning leadership as well as their ethical implications.
Behavioral Theories
In Lesson Two, we discussed some of the early leadership research, which attempted to identify qualities that were always associated with effective leaders, and which were largely unsuccessful. However, subsequent to these efforts, researchers in the field then turned their focus to the types of behaviors that leaders exhibit, hoping that this work might reveal some patterns of successful perspectives, habits, etc. These studies were conducted at some of the finest universities across the country, and while there were some very general similarities in the results of many of the major studies, the implications varied from case to case. We will now examine each of these studies in greater detail in order to understand their findings and implications.
One brief preface is helpful here. The studies discussed below each varied in their research parameters, methodology, and findings. However, one factor that was fairly consistent throughout was the way in which leadership efficacy was defined. Generally, the studies discussed herein looked at leadership effectiveness with respect to two metrics: performance, or the productivity of the teams investigated in terms of the work they do (quality and quantity), and satisfaction, or the degree to which teams were happy performing work under their respective leaders. This is not an uncommon way of measuring efficacy (Judge, Thoresen, Bono, & Patton, 2001), and it goes without saying that both of these factors are quite relevant. Teams must be able to produce at an acceptable level, but if they aren’t also content with the circumstances of their work, then such teams aren’t likely to sustain performance for any extended period of time.
· University of Iowa Studies: One set of studies were conducted by researchers at the University of Iowa. The results of these studies concluded that all leaders adopted one of three different leadership styles: Autocratic, Democratic, and Laissez-Faire (Rafiq Awan & Mahmood, 2010). Autocratic leaders, as the name suggests, run their operations like dictators, making decisions unilaterally and seeking very little input or participation from followers. Democratic leaders, by contrast, adopt a very participative style of leadership, involving followers in all major decisions, either through a ‘notice and comment’ style dialogue before decisions are rendered, or through an informal voting-style procedure. Finally, “Laissez-Faire” is a French term that means to “let do” or to “let be”. It is commonly used in the phrase “Laissez-Faire Capitalism” to describe the American-style economy where governmen ...
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
Gadjah Mada International Journal of Business - September-DecDustiBuckner14
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
Running head DOCTORAL RESEARCH ANNOTATED BIBLIOGRAPHY .docxsusanschei
Running head: DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY 1
DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY
Walden University
Faraji Edwards
Week 1 Assignment: PhD in Management: Leadership, & Power
(MGMT – 8410-1)
Ayman, R., &Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157-170.
Majority of the leadership studies conducted in the past usually concentrated on white people. However, there exists other diverse issues affecting affecting the diversity in leadership. In this journal article, Ayman & Korabik (2010) expound on how variables of culture, gender and ethnicity affect leadership. Consequently, the authors conduct a survey on leaders from different cultural and racial backgrounds. The results of the study indicate that leaders of color and women leaders firmly grasped their ethnic and sexual orientation characters contrasted and White male leaders (Ayman & Korabik, 2010). These social personalities together with lived encounters connected with minority status were seen as affecting their activity of leadership, displaying both difficulties and qualities (Ayman & Korabik, 2010). Differences in the leadership profile of this different leadership test with the Anglo bunch in the GLOBE considers propose the significance of inspecting assorted qualities in leadership (Ayman & Korabik, 2010). Conceptualizations of leadership should be comprehensive of the social characters and lived encounters that leaders and devotees both convey to the connections of leadership.
Maner, J. K., & Mead, N. L. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3), 482-497.
Issues of bounded rationality, mismanagement of firm resources among others are the major shortcomings witnessed in the leadership arena. There comes a time when leaders act contrary to the set principles or ignore vital information, the latter of which results to the organization deviating from its goals. At times, leaders might sacrifice team goals to pursue their selfish interests, requiring the effective use of defined frameworks to keep them in check. In a research conducted by Maner & Mead, (2010), the authors suggest the use of both linkage and climate theory to observe and analyze leadership. The study uses random sampling and experimentations to determine whether leaders often wield power with the intention of promoting self interests or team goals. However, the study is subject to various limitations. For instance, Maner & Mead, (2010), acknowledge that the studies used were designed to be rigorous, controlling group decisions in lab tests. In the real settings, group decision making is dynamic and uncontrolled.
Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal leadership styles on work group effectiveness and turnover intention. Journal of Managerial Issues, 22(1), 52-69.
In this ...
Running head DOCTORAL RESEARCH ANNOTATED BIBLIOGRAPHY .docx
2. Unit 2 Jogulu article - Copy
1. Leadership & Organization Development Journal
Uma D. Jogulu
BY MAHMOUD. A. ZAKI – UNIVERSITY OF ROEHAMPTON
INFORMATION SYSTEMS MANAGEMENT
Unit 2 The Learning Leader
Instructor : Dr. Eleni
1
2. About
Student Name: Mahmoud Abd Al-Rahman Zaki
Programme : Information Systems Management
Profile :LinkedIn
2
3. Leadership styles and approaches
Many of the leadership research completed over the past several
decades has assisted us to gain better insight into the history of
leadership styles and approaches and their impact on society
Leadership was regarded as an inherent ability to influence others
by controlling the behavior of other members of a group, leadership
styles have evolved and extended beyond influence, to include
motivation and enabling of others to help achieve organizational
goals .
Burns developed a comprehensive theory to explain the differences
between the behaviours of political leaders by using the terms
“transactional” and “transformational”.
3
“Leadership is one of the most observed and least understood phenomena
on earth (Burns, 1978).”
4. Leadership styles and approaches
Burns defined transactional leaders as people who emphasize work
standards, and have task-oriented aims (Burns, 1978), while
transactional leaders perform their leadership within the
organizational constraints and adhere to the existing rules and
regulations
4
“They aim to make sure that all the regular organizational tasks are
completed on time”
Power, authority and control are rooted in this behavior because organizational
targets are achieved by rewarding or disciplining subordinates in the style of a
transaction.
The implicit understanding was of a task needing to be carried out and, if
satisfactorily completed, a reward would be forthcoming.
Such reward-based action was intended to influence and improve employee
performance
5. Leadership styles and approaches
Many leadership theories today indicate that leadership styles are
transforming at a rapid pace to keep up with globalization and
flattening organizational hierarchies. Leaders operating in such a
turbulent environment are required to possess a specific set of skills.
5
“To achieve a more complete and accurate view of leadership styles in an
expanding global environment, we need to understand different cultures and
their beliefs about leadership perspectives.”
6. Culturally-linked leadership styles
There are explicit differences between cultures, particularly in terms
of the values, attitudes and behaviors of individuals, and this
divergence has implications for leadership in organizations (Hofstede
and Hofstede, 2005; Alves et al., 2006).
Previous leadership studies have concentrated on the leaders
themselves, including their actions, styles and philosophies, and the
acceptance and appropriateness thereof for various leadership
styles.
6
7. Culturally-linked leadership styles
Increasing numbers of studies also reveal that different leader
behaviors and actions are interpreted and evaluated differently
depending on their cultural environment, and are due to variations
in people’s ideas of the ideal leader (Jung and Avolio, 1999; Yamaguchi, 1999;
Yokochi, 1989; Jogulu and Wood, 2008a), with some approaches being favoured
and others perceived as less effective.
Leadership theories traditionally developed in individualistic societies
represent effective leadership as an action of producing greater
and better financial results, which encompasses the outcome from
a leader’s behaviour rather than a particular type of behavior.
7
8. Culturally-linked leadership styles
These theories are drawn on manifestations of self-interest such as
mentoring, networking and other personal initiatives which prevail in
individualistic cultures.
Small power distance cultures believe that roles and responsibilities
can be changed based on individual effort and achievement, and
that someone who today is my subordinate, tomorrow could be my
superior (Hofstede and Hofstede, 2005)
8
9. Are leadership styles culturally-
linked?
In terms of different approaches to leadership styles, researchers
have found that Asian students, who were originally from collectivist
cultures, generated more ideas and worked more effectively with a
transformational leader compared to Caucasian students.
Despite the limitations of Jung and Avolio’s (1999) study, there has been
a view that transformational and transactional leadership theories
will have a universal application because these models have the
capacity to be adapted in different cultural settings (Avolio and Bass,
2004).
9
10. Are leadership styles culturally-
linked?
Some management writers advocate that transformational
leadership promotes greater participation within collectivist cultures
because followers are more likely to accept and identify with their
leader’s ideology due to high power distance and acceptance for
authority (Jung and Avolio, 1999).
10
11. What style of leadership will be most commonly
practiced by middle managers in Malaysia and
Australia?
Relatively few studies have taken into account the possible cultural
influences on leadership styles, the differences in leadership approach
that are practiced in other countries, and how generalizable the
leadership styles are. Reliance and generalization based only on
limited research raises significant research questions for studying
differences in leadership styles across cultures. International studies are
necessary to uncover new relationships by forcing research to broaden
the cultural variables. From a managerial perspective, variations in
leadership styles pose difficult challenges for organizations, especially
when expanding their operations internationally. These corporations
may often have to contend with diverse cultural values, norms and
behaviors in conditions much different from the host country. Hence, it
is critical that we examine the influence of culture-specific forces on
differences in leadership styles.
11
13. Methodology - Sample
This study was performed through middle managers from two different
cultural backgrounds and working in four similar industries
(manufacturing; transport, postal and warehousing; finance and
insurance services; and information media and telecommunications) in
Malaysia and Australia.
Samples from Malaysia and Australia were selected because they reflect
different cultural traditions, with Malaysia representing an Asian culture
and Australia representing an Anglo-Western culture. This was apparent
in Hofstede’s (1980) research where, in power distance, Malaysia scored 104
while Australia scored 36, indicating that Malaysian respondents prefer
hierarchy, and direction to be provided by superiors, while Australian
employees prefer a participative style of interaction and decision-
making. On the individualism index, Malaysians scored 26 and Australians
scored 90, which shows that Australians are highly independent of their
workplace, favouring freedom, autonomy and personal time, while
Malaysian employees have a greater sense of group, and organisational
belonging and attachment.
13
14. Methodology - Sample 14
Malaysia
(104)
Australia
(36)
Australia
(90)
Malaysia
(26)
Indicating that Malaysian respondents prefer
hierarchy, and direction to be provided by
superiors, while Australian employees prefer a
participative style of interaction and decision-
making.
individualism index
which shows that Australians are highly
independent of their workplace, favoring
freedom, autonomy and personal time, while
Malaysian employees have a greater sense of
group, and organizational belonging and
attachment.
Cultural traditions
15. Methodology - Procedure and
manipulations
The study administered a multifactor leadership questionnaire
because transformational and transactional leadership theories
were argued to have a universal application, and these models
have the capacity to be adapted to different cultural settings (Avolio
and Bass, 2004).
MLQ has also been extensively administered to study leaders in
multiple organizations and across different levels of organizational
hierarchies, including senior, middle and junior management (Lowe et
al., 1996), affirming the reliability, suitability and scope of the tool for
the present study.
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16. Methodology - Measurement
instrument and reliability analysis
The MLQ-5x short consists of 45 statements (items) which are rated
on a five-point scale
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Score Description
0 Not at all
1 Once in a while
2 Sometimes
3 Fairly often
4 Frequently, if not always
The MLQ-5x short was developed as a tool to measure “full range” leadership
dimensions. To achieve “full range”, survey items which varied from highly positive
(transformational) on one end of the spectrum to negative on the other end of the
spectrum (laissez-faire), were developed
17. Demographic characteristics
Overall, women are more loyal to an organization than men, staying
longer in one organization and in their current position.
Women spend longer than men in one organization in their current
position in Malaysia and Australia.
Women and men have similar educational attainments, although
Australian men have a slightly less likelihood of having as high an
education as Malaysian men.
Australian female managers are more qualified (especially at
postgraduate level) compared to their male colleagues.
Australian middle managers are slightly older than Malaysian middle
managers, in both sexes. More female managers in both countries
are single and without children compared to their male
counterparts.
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18. Discussion and conclusion
In Malaysia, the high power distance is argued to have determined the leadership
style because strong power distance cultures prefer an autocratic leadership approach
(Hofstede, 1980). The culturally contingent leadership style in Malaysia also suggests
interesting possibilities. First, there appears to be a strong culture-specific influence in
the nominated style of leadership. This is because in collectivist cultures, people like to
pay greater attention to in group harmony and maintaining relationships.
Subordinates tend to avoid direct debate and get through tasks quietly because
leaders set clear expectations of how roles should be enacted. Managers are viewed as
authority figures in organizations and open discussions on conflicts are not
encouraged. Such role expectation creates a propensity for Malaysian managers to
lead in a transactional manner, because their values and beliefs influence their
behaviours and identify leadership actions that are legitimate and acceptable.
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19. Discussion and conclusion
Second, the emergence of transactional leadership in the Malaysian
context underscores the acceptance of a paternalistic style of a
leader-subordinate relationship which is culture-specific. Managers feel
comfortable in leading in a transactional manner by being more
directive or setting clear limits and expectations to their Culturally-linked
leadership styles
followers because of the identified societal value of “paternalism”. This
assertion supports other empirical studies (e.g. Abdullah, 2001; Redding,
1990) where paternalistic leadership is perceived positively. In
collectivist cultures managers are expected to act as parents of
extended family members and protect the wellbeing of their staff.
Organisations are managed as families where father is the head of
organisation and employees are the children. The paternalistic
approach within the transactional style is “contemporary” and more
considerate than directive, controlling, commanding would imply.
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20. Discussion and conclusion
Third, in high “power distance” cultures such as Malaysia (Hofstede
and Hofstede, 2005), followers are expected to accept orders and
direction more readily from superiors out of respect for people in
power.
The importance of power, status and hierarchical differences and its
influence on leadership styles are reported in this study. In addition,
the finding that Malaysian respondents evaluate themselves as
transactional leaders reflects the cultural environment, and the
manifestation of attitudes and behaviours over time, in explicit or
implicit ways that suit such a setting, hence, providing an answer to
the second research question.
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