The Relationship between Integrated Marketing Communication and Leadership Styles - In the Context of Malaysian Higher Education

2018 ◽  
Vol 1 (1) ◽  
Author(s):  
Siti Aishah Chu Abdulllah ◽  
Mohamad Md Yussoff ◽  
Hasrina Mustafa
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Full Range ◽  
Leadership Theory ◽  
Marketing Communication ◽  
Intellectual Stimulation ◽  
Integrated Marketing ◽  
Integrated Marketing Communication ◽  
Strategic Integration ◽  
Full Range Leadership

The purposes of this study are to assess the level of IMC implementation, to investigate the factors for developing and implementing a successful IMC plan, and to determine the interconnection between leadership styles and IMC in the selected Malaysian public and private higher learning institutions (HLIs) based on the perceptions of administrators and lecturers. Qualitative methods were employed, whereby IMC four-stage framework and seven dimensions of full range leadership theory served as the basis of this study. The results of this study show that a majority of the interviewees claimed that their institutions have reached stage 4 (strategic integration) of the IMC framework. Nevertheless, there were inconsistencies in the answers between the administrators and lecturers. The results also reveal that the important factors in developing and implementing a successful IMC plan in Malaysian HLIs are uniting functional operations by aligning the activities of the HLIs toward serving the customers, getting support from the top management of HLIs, studying their customers thoroughly, and utilising social networks to communicate with their current and prospective customers. Moreover, the leadership styles practised in the interviewees� institutions expose that the dimension of intellectual stimulation was the most mentioned, followed by laissez-faire, inspirational motivation, and management-by-exception. The leaders of the selected Malaysian public HLIs showed a higher tendency of practising transformational leadership style compared to the leaders of the selected Malaysian private HLIs who showed the tendency of practising transactional leadership style. Thus, practising an appropriate leadership style is an important factor that influences the effectiveness of leaders in the Malaysian HLIs.�Keywords: Integrated marketing communication; integrated marketing communication framework; leadership styles; full range leadership theory.

Transactional and transformational leadership: a study of Indonesian managers

2019 ◽  
Vol 43 (6) ◽  
pp. 645-667
Author(s):  
Somchanok Passakonjaras ◽  
Yanki Hartijasti
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Ethnic Differences ◽  
Full Range ◽  
Leadership Theory ◽  
Content Type ◽  
Theoretical Contribution ◽  
Full Range Leadership ◽  
Laissez Faire

Purpose Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities. Design/methodology/approach Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions. Findings Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership. Research limitations/implications Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research. Practical implications The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates. Originality/value One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

scholarly journals The Effects of Environment Uncertainty and Leadership Styles on Organisational Innovativeness

2020 ◽  
Vol 31 (4) ◽  
pp. 472-486
Author(s):  
Maja Strugar Jelača ◽  
Nikola Milićević ◽  
Radmila Bjekić ◽  
Viktorija Petrov
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Structural Equation ◽  
Practical Implication ◽  
Full Range ◽  
Negative Influence ◽  
Equation Model ◽  
Leadership Theory ◽  
Eastern European ◽  
South Eastern

The paper aims to better understand the importance of a company’s external environment uncertainty level and the CEO’s leadership style for innovation. Different leadership styles were assessed in the context of a full range leadership theory, namely: transformational (Tfl), transactional (Tsl) and passive leadership (PL). Partial Least Squares-Structural Equation Model was developed, tested and validated to explain the effect of environment uncertainty and leadership style on organisational innovativeness. The hypotheses were tested using responses of managers from 159 medium and large organisations in the Republic of Serbia during 2017. The results suggest that there is a statistically significant relationship between environment uncertainty and organisational innovativeness, while transformational leadership was described as important leadership style that cannot be ignored if organisation wants to improve organisational innovativeness. Influence of transactional leadership was not statistically significant, while passive leadership style was found to have the negative influence on organisational innovativeness. Based on the results of the study, practical implication of creating a more supportive workplace for all types of innovation is emphasised. Encouraging managers to predominantly use proactive leadership, i.e. transformational style, facilitates significant innovative capacity. The effective use of leadership style and its innovativeness in South-eastern European countries is vastly unexplored. Thus, the results of the research fill the literature gap between Western leadership theory and South-eastern European context.

scholarly journals Preferred leadership style, managerial and entrepreneurial inclination among Hungarian students

2021 ◽  
Vol 10 (1) ◽  
Author(s):  
Éva Perpék ◽  
Ágnes Győri ◽  
György Lengyel
Keyword(s):  
University Students ◽  
Leadership Styles ◽  
Leadership Style ◽  
Complex Analysis ◽  
Full Range ◽  
Cultural Resources ◽  
Exploratory Research ◽  
Online Questionnaire ◽  
Full Range Leadership ◽  
Style Preferences

AbstractAlthough a great deal of research has been done on leadership styles, and university students have often been the subject of exploratory research in social sciences, the Full Range Leadership model has been applied to young people only in a few instances. In this article, the authors seek to survey the preferred leadership styles among Hungarian students and explore how they correlate with managerial and entrepreneurial inclination. A complex analysis of leadership style preferences of university students combined with their managerial and entrepreneurial inclination, social and cultural resources is rare in the research practice so far. The online questionnaire used in the research was completed by 335 university students studying economics, engineering and social studies both in Budapest and in the country. The questionnaire was completed by 335 university students. The results are exploratory and they amend the existing leadership typologies at some points. Based on the results of the Multifactor Leadership Questionnaire featuring 36 self-rating items, four distinct leadership styles emerged within the target group, representing the transformational, the supportive, the defensive, and the laissez-faire leadership types. The multivariate analysis has shown that while managerial inclination is related to the transformational style of leadership, entrepreneurial aspirations are associated with the transformational and supportive leadership styles.

scholarly journals Just doing it: theorising integrated marketing communications (IMC) practices

2017 ◽  
Vol 51 (3) ◽  
pp. 490-510 ◽  
Author(s):  
Mart Ots ◽  
Gergely Nyilasy
Keyword(s):  
Design Methodology ◽  
Future Research ◽  
Marketing Communication ◽  
Integrated Marketing Communications ◽  
Integrated Marketing ◽  
Integrated Marketing Communication ◽  
Content Type ◽  
Strategic Integration ◽  
Practice Turn ◽  
Interpretative Analysis

Purpose This paper aims to elaborate on the concept of “integrated marketing communication (IMC) practice” and provide an empirical exposition of how integration is enacted in the lifeworlds of marketing practitioners, drawing from the “practice turn” in management studies. Although IMC is a well-known conceptual idea in academia, there is insufficient theorisation of what it means “to do” IMC. Despite broad acceptance for IMC, there has been scant application of available organisational and sociological theories to illuminate actual IMC practices in the field. Design/methodology/approach The paper introduces practice theory as a lens through which to study and analyse IMC practices. Using qualitative coding and interpretative analysis, the framework was operationalised and applied to a two-year organisational ethnography encompassing IMC planning activities in at a leading Swedish retailer. Findings Findings demonstrate how practitioners develop explicit and implicit strategies to enact strategic integration. The study conceptualises IMC as a set of interrelated practices, or routinised behaviours, which are repeated and organised by some social or formal rules and conventions. In the ethnographic context of the study, “IMC as practice” is exhibited in the forms of routines, material set-ups, rules and procedures, cultural templates and teleoaffective structures. Originality/value The paper proposes a novel set of theoretical and methodological tools that can be used to understand how IMC lives as a set of practices inside organisations. It specifically conceptualises the link between mental and objectified, materialised and routinised activities that has previously been escaping the sphere of theorisation. By creating language and tools to capture hitherto unmodellable phenomena, the paper opens many new avenues for future research.

scholarly journals The role of Motivational Factors on Employee Engagement at Readymade Garments Industry, with Leadership as Moderator

2020 ◽  
Author(s):  
Dalowar Hossan ◽  
Zuraina Binti Dato' Mansor ◽  
Mst Fahima Aktar ◽  
Nurain binti mohd roshedi ◽  
Saurov Roy
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Full Range ◽  
Motivational Factors ◽  
Path Coefficient ◽  
Full Range Leadership ◽  
Transactional Leadership Style ◽  
The Relationship

The current study aims to extend the literature by examining the moderating effect of leadership styles on the relationship between motivational factors and employee engagement in the context of the readymade garments (RMG) industry of Bangladeshwhere both leadership styles, motivational factors and employee engagement are known to be at an unsatisfactory level. The study used Herzberg’s two-factor theory and the full range leadership model. Quantitative technique had been used and the hypotheses were investigated through path coefficient analysis of 387 employees at the RMG industry of Bangladesh. The findings show thatextrinsic motivational factors, intrinsic motivational factors, transactional leadership style and transformational leadership stylehave significant effect on employee engagement as well as transactional leadership style moderates the relationship between intrinsic motivational factors and employee engagement. The paper discusses the implications of the findings and provides constructive suggestions on how to use motivational factors and leadership styles to positively impact employee engagement. The conclusionsrecommend that the industry focuses on leadership styles and motivational factors in order to fulfil more ambitious targets and sustain business for the long term.

Full range indeed? The forgotten dark side of leadership

2020 ◽  
Vol 39 (7/8) ◽  
pp. 851-868 ◽  
Author(s):  
Yariv Itzkovich ◽  
Sibylle Heilbrunn ◽  
Ana Aleksic
Keyword(s):  
Leadership Style ◽  
Full Range ◽  
Leadership Theory ◽  
Dark Side ◽  
Destructive Leadership ◽  
Leadership Model ◽  
Content Type ◽  
Full Range Leadership ◽  
Leadership Behaviour ◽  
Full Range Of Leadership

PurposeThe full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership theory and research in the last several decades. However, in spite of its impact on theory and practice, it has a few shortcomings, as, in its essence, it disregards several essential aspects of a leader’s behaviour, such as the dark side of leadership behaviour. Therefore, to capture various leader behaviours, we provide a more comprehensive leadership model named the “complete full range of leadership”.Design/methodology/approachBased on reviewing the relevant theoretical and empirical literature, we propose an extended theoretical model, which addresses the existing shortcomings of the full range leadership model.FindingsFirst, we added a new active and more destructive facet of leadership style named active, destructive leadership style. Second, based on existing empirical findings, we restructured the transactional facet of full-range leadership by collapsing its components into two new distinct facets representing active constructive leadership style and passive destructive leadership style. Finally, drawing on Hersey and Blanchard’s model, we add a new passive and constructive facet named passive constructive leadership.Originality/valueOur suggested “complete full range of leadership” contributes to leadership theory by addressing the gap between existing theory and empirical findings, making a clear distinction between lack of leadership and delegation and by comprising the dark side of leadership with its bright side into one comprehensive leadership model.

Analisis Deskriptif Strategi Komunikasi Hotel Sakura Syariah

2020 ◽  
Vol 5 (2) ◽  
Author(s):  
Nazwirman Nazwirman ◽  
Efendy Zein
Keyword(s):  
Local Government ◽  
Analytical Method ◽  
Marketing Mix ◽  
Communication Strategy ◽  
Easy Access ◽  
Marketing Communication ◽  
Integrated Marketing ◽  
Integrated Marketing Communication ◽  
Physical Evidence ◽  
Technology Process

The research objective describes an integrated marketing communication strategy in developing Sakura Syariah Hotel to see a comprehensive marketing communication strategy. Hotel Sakura Syariah is a 3-star syariah concept hotel which has 70 rooms. The analytical method uses the 7P (marketing mix) approach. The research results to increase the number of guests staying the strategy consisted of products, which offer a sharia concept with various types of representative rooms. Pricing, using the appropriate price preferences. Place, hotel location that is close to the center of the district capital and easy access. Promotion, with direct selling in accordance with local government and private selling by participating in various marketing events, sales proposals and advertising. People, conduct trainings to improve human resource capabilities. Physical evidence, a physical building that has Sharia characters and is supported by fairly good technology. Process, reservation service is quite fast and excellent. The development of this Sayriah hotel must be supported by related parties, especially the local government in order to increase the number of hotel guests

Integrated Marketing Communication pada Heri Pemad Management Studi Kasus International ARTJOG MMXIX

2020 ◽  
Vol 6 (1) ◽  
pp. 1-17
Author(s):  
Cut Nailil Muna
Keyword(s):  
Public Relations ◽  
Direct Marketing ◽  
Evaluation Research ◽  
Personal Selling ◽  
Sales Promotion ◽  
Primary Data ◽  
Marketing Communication ◽  
Integrated Marketing ◽  
Integrated Marketing Communication ◽  
Interactive Marketing

ABSTRAKPenelitian ini bertujuan menganalisis lebih lanjut penerapan Integrated Marketing Communication pada Festival Seni Rupa Kontemporer Internasional ARTJOG MMXIX yang diselenggarakan oleh Heri Pemad Management (selanjutnya disingkat HPM). Manfaat penelitian ini adalah memberikan kontribusi pemikiran bagi pengembangan pengelolaan manajemen seni dalam keberhasilannya meraih pasar. Untuk menjawab pokok masalah dalam penelitian ini, peneliti mengacu pada konsep komunikasi pemasaran terpadu model George dan Michael Belch (2011) yang meliputi advertising, sales promotion, personal selling, direct marketing, Public Relations and Publicity serta interactive marketing melalui tiga tahapan proses, yaitu perencanaan, implementasi, dan evaluasi. Penelitian dijalankan secara kualitatif dengan metode studi kasus. Pengumpulan data terbagi dua yaitu data primer melalui wawancara dan observasi; serta data sekunder melalui studi pustaka. Key informan dan informan yang dipilih berasal dari internal HPM dan pengunjung Festival ARTJOG MMXIX. Penelitian ini mampu menjelaskan bahwa HPM telah mengimplementasikan Integrated Marketing Communication melalui tahap perencanaan yang dimulai dari targeting, positioning, penetapan tujuan dan anggaran. Tahap implementasi, dilakukan perancangan pesan, pemilihan media, dan penerapan bauran komunikasi. Tahap evaluasi, dilakukan analisis untuk mengukur hasil akhir dari implementasi bauran IMC sekaligus mengambil tindakan korektif dalam penyelenggaraan festival tersebut. Kesimpulannya, HPM telah berhasil menerapkan konsep komunikasi pemasaran terpadu pada penyelenggaraan Festival Seni Rupa Kontemporer Internasional ARTJOG MMXIX. ABSTRACTThis research aims to further analyze the implementation of Integrated Marketing Communication at the International Contemporary Arts Festival of ARTJOG MMXIX organized by Heri Pemad Management (hereinafter abbreviated as HPM). The benefit of this research is to contribute to thinking for the development of art management in the success of achieving the market. To address the subject matter of this study, researchers refer to the concept of Integrated Marketing Communication George and Michael Belch (2011) model’s which include advertising, sales promotion, personal selling, direct marketing, Public Relations and Publicity and interactive marketing through three stages of the process, planning, implementation and evaluation. Research is conducted qualitatively with case study methods. Two data collection is the primary data through interviews and observations; and secondary data through library studies. Key informant and informant are selected from the internal HPM and visitors Festival ARTJOG MMXIX. The research can explain that HPM has implemented Integrated Marketing Communication through the planning phase starting from targeting, positioning, goal setting and budget. Implementation stage, message design, media selection and communication mix application. Evaluation stage analyzed to measure the outcome of the implementation of IMC mix and take corrective action in the implementation of the festival. In conclusion, HPM has successfully adopted the concept of integrated marketing communication at the International Contemporary Art Festival of ARTJOG MMXIX.

PEMILIHAN MEDIA KOMUNIKASI DARI MAHASISWA UNIVERSITAS BUNDA MULIA ANGKATAN 2010/2011 JURUSAN MANAJEMEN

2017 ◽  
Vol 6 (2) ◽  
Author(s):  
Lelly Christin
Keyword(s):  
Market Share ◽  
Direct Mail ◽  
Communication Media ◽  
Marketing Communication ◽  
University Management ◽  
Integrated Marketing ◽  
Information Need ◽  
Integrated Marketing Communication ◽  
The Right ◽  
The University

<p>Lately competition becomes really tough, because of that each University has to choose the right strategy in order to increase their market share. Some of the strategies than can be done are by choosing the right communication media for each promotion that the university wants to do. For the reason, this research wants to know which communication media that really attracts students at Bunda Mulia University, Management Major in year 2010/2011. In this research, the writers used incidental sampling. The writers also use questionnaire for gathering the data or information need. To analyze the data, the writes use SPSS ver. 15.0 for windows. The conclusion of this research about the highest percentage to the lowest percentage of the most attractive communication media are television, internet, direct mail, magazines, radio, newspapers, outdor advertising, and the last one is telemarketing. According to result, the highest percentage of an attractive communication media is television, so writer suggest that the best media to do the promotion is television media.</p><p>Keyword :</p><p>Communication media, markeing communication, integrated marketing communication</p>

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