scholarly journals Impact of Leadership Styles toward Employee Engagement among Malaysian Civil Defence Force

2021 ◽  
Vol 22 (3) ◽  
pp. 1188-1210
Author(s):  
Fadillah Ismail ◽  
Nishannthuni A/P Arumugan ◽  
Adibah Abdul Kadir ◽  
Adnan Ali Hassan Alhosani
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Employee Performance ◽  
Study Finding ◽  
Optimal Level ◽  
Civil Defense ◽  
The Past ◽  
Organization Leadership ◽  
Civil Defence

It is a fact that organization’s success and failure heavily depend on employees and employee engagement is found as one of the important indicators to engage work force in any organization. It has been repeatedly discussed by researchers in the past years and it was established that employee engagement is affected by variation in leadership styles. Many drivers regarding employee engagement have been identified, thus making the concept of employee engagement clear and more understandable for the employer. It also impacts employee performance and wellbeing as found by the past researchers. Leadership style also play a significant role in employee engagement. Leadership style is usually associated with the engagement of an employee and became the most important driver that may create culture of employee engagement in the organization. Leadership style also helps to drive optimal level of productivity in an organization and maintain employee trust. This study aims to identify the engagement level of employees in Malaysian Civil Defense Force and its relationship with leadership style. This research used Multifactor Leadership Questionnaire (MLQ) as a research instrument. SPSS software package for social sciences version 22 was used to analyze the data in this study. Finding of this study shows that leadership styles have a significant impact on employee engagement especially transformational leadership has a significant relationship with employee engagement. Therefore, from the findings of this study, it is suggested for the future researchers to use the mix method in collecting data so that the findings will be more accurate and detailed and can be generalized.

scholarly journals A REVIEW ON THE CHARACTERISTICS OF A GOOD QUALITY LEADERSHIP STYLE

2019 ◽  
Vol 7 (5) ◽  
pp. 1152-1159
Author(s):  
Wael Ibrahim Alsarrani ◽  
Ahmad Jusoh
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Theoretical Knowledge ◽  
Review Of The Literature ◽  
Daily Lives ◽  
Future Studies ◽  
The Past ◽  
Leadership Process ◽  
Definition Of

Purpose: Leadership is an interactive concept that influences our daily lives. A quality concept is an approach and philosophy that leaders use to incorporate the leadership process into the organization successfully. Both concepts have an incremental history, correlation, and discussion. However, the two concepts have not yet been theoretically and empirically integrated. This paper attempts to integrate and discuss leadership and quality to create a single quality leadership style based on the definition of quality gurus and the leadership styles which relate more towards the quality of leadership. Methodology: The study used a systematic literature review to review the past literature related to the field of leadership and quality management. This study provides the constructs from definitions proposed by experts in this field. Each leadership styles have many constructs that may or may not be related to quality. Results: The study proposed a conceptual framework which combined the definitions of quality gurus and the different leadership styles. The finding of this study has contributed to the expansion of theoretical knowledge in the field of quality leadership style. Implications: This paper indicated that the review of the literature regarding what quality gurus define as important relating to leadership. This paper provides the constructs from quality gurus definitions. Novelty: Each leadership styles have many constructs that may or may not be related to quality. Therefore, future studies need to consider what the constructs from those leadership styles are considered effective to quality.

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonia Ruiz Moreno ◽  
María Isabel Roldán Bravo ◽  
Carlos García-Guiu ◽  
Luis M. Lozano ◽  
Natalio Extremera Pacheco ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Proactive Personality ◽  
Military Leaders ◽  
Content Type ◽  
The Military ◽  
The Relationship

PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

scholarly journals RELATIONSHIP OF COMPENSATION, AND AUTHORITARY LEADERSHIP STYLES AND EMPLOYEE PERFORMANCE

2019 ◽  
Vol 19 (2) ◽  
pp. 71-81
Author(s):  
Ely Rohmawati ◽  
Ani Wulandari
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Rank Correlation ◽  
Test Reliability ◽  
Spearman Rank Correlation ◽  
Authoritarian Leadership ◽  
Descriptive Validity ◽  
Relationship Of ◽  
The Relationship

This study aims to determine the relationship between compensation and authoritarian leadership style with employee performance at PT. Circle K Indonesia Utama Surabaya. The number of respondents in this study was 68 employees. The research method used is descriptive, validity test, reliability test, and spearman rank correlation calculation. The results showed that the compensation variables and authoritarian leadership style had a strong and significant relationship with employee performance. Strategies that can be applied by PT. Circle K Indonesia Utama Surabaya to improve employee performance, namely paying more attention to activities and providing employee compensation appropriately and accordingly. Also, improve the leadership style used by leaders.

scholarly journals Digital transformation in the Indonesia manufacturing industry: The effect of e-learning, e-task and leadership style on employee engagement

2021 ◽  
pp. 361-368 ◽  
Author(s):  
Charles Bohlen Purba
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Manufacturing Industry ◽  
Descriptive Analysis ◽  
Great Influence ◽  
Employee Behavior ◽  
Digital Era ◽  
Test Instrument ◽  
E Learning

In facing business competition in the manufacturing industry, it continues to adapt. Demands start from employees who are expected to continue to grow and leaders who are also changing. This is aimed at staying in business and also retaining the best employees by planning some changes in how to train and assign employees electronically as well as changing leadership styles to adapt to today's digital era. This study aims to determine the influence of E-learning, e-task and leadership style in the manufacturing industry in Indonesia. The data collection method in this study uses a questionnaire with 130 respondents. in this study using four variables, namely thirteen dimensions and twenty-six indicators. The analytical method used is descriptive analysis, and the test instrument uses SEM AMOS. The results showed that e-learning organization and e-task as well as leadership style had a significant and significant effect on Employee Engagement. the most factor great influence is the leadership style; This means that employees expect to get a new style in accordance with this digital era since there has been a change in the concept of employee engagement, where employees will feel they do not have a sense of engagement with the company if the attitude of the leader who is not sensitive to all aspects of changes in the effects of the digital era is caused by changes in employee behavior in this era where information is very easy to obtain for employees to know the conditions anywhere else that offers an advantage. compared to where they work now.

scholarly journals Analisa Faktor-Faktor yang Mempengaruhi Kinerja Karyawan pada Customer Experience Department

2020 ◽  
Vol 4 (2) ◽  
pp. 44
Author(s):  
Rycko Andhika
Keyword(s):  
Employee Engagement ◽  
Leadership Style ◽  
Employee Performance ◽  
Sampling Technique ◽  
Customer Experience ◽  
Nonprobability Sample

The purpose of this study is to find out 1) whether there is an effect of leadership style on employee performance 2) whether there is an effect of motivation on employee perfromance 3) whether there is a employee engagement on employee performance The population in this study were customer experience department. The sample used in this study was 108 respondents. The sampling technique used was nonprobability sample. Overall the results of this study are 1) Leadership style has a significant effect on employee performance, 2) Motivation has a significant effect on employee performance, 3) Employee engagement has a significant effect employee performance.

scholarly journals The effects of leadership styles on employee performance: a case of a selected commercial bank in Botswana

2020 ◽  
Vol 1 (1) ◽  
pp. 39-50
Author(s):  
Ushe Makambe ◽  
◽  
Gaone Joy Motlatsi Moeng ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Commercial Bank ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Banking Sector ◽  
Employee Performance ◽  
The Body ◽  
Quantitative Methodology ◽  
Participative Leadership

Purpose: The leadership phenomenon is fundamental in providing employees with direction and emotional indulgence to derive maximum effort out of them. Therefore, it is vital that an organisation places uninhibited emphasis on the appropriate leadership style to enhance employee performance. Premised on the Collaborative Leadership Model, this paper sought to extricate the nexus between leadership style and employee performance at a selected bank in Botswana, focusing on the transactional, transformational, and participative leadership styles. Research methodology: The study adopted a positivist research paradigm coupled with a survey research design, while a quantitative methodology was used to collect data through a self-administered questionnaire. The study population comprised 433 employees from which a sample of 200 was randomly selected. Data was analysed through the Statistical Package for Social Sciences (SPSS), culminating in statistical techniques such as factor analysis, regression analysis and Analysis of Variance (ANOVA). Results: The results of the study revealed that there was a significant utilisation of the participative, transformational, and transactional leadership styles at the selected commercial bank. However, while the use of the participative and transactional leadership styles had a positive and significant influence on employee performance, the transformational leadership style’s effect was insignificant. Limitation: The study only used quantitative data from employees for analysis and did not include bank leaders’ opinions. Contribution: The study contributed to the expansion of the body of knowledge on leadership style and employee performance in the banking sector in Botswana and elsewhere and helped to unmask the shortcomings of some styles while exposing the power of others in reaping positive reinforcements leading to enhancement of employee performance. Keywords: Leadership, Leadership style, Employee performance, Participative leadership, Transformational leadership, Transactional leadership

scholarly journals Influence of supportive and participative path-goal leadership styles and the moderating role of task structure on employee performance

2019 ◽  
Vol 8 (5) ◽  
pp. 76-87
Author(s):  
Rozmina Rana ◽  
George K’Aol ◽  
Michael Kirubi
Keyword(s):  
Regression Analysis ◽  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Primary Data ◽  
Task Structure ◽  
Participative Leadership ◽  
Moderating Role

This study examined the influence of supportive and participative path-goal leadership styles, and the moderating role of task structure on employee performance of coffee trading companies in Kenya. The study was guided by the positivism philosophy and used a descriptive correlational research design. The population comprised 180 senior managers of coffee trading companies in Kenya, and a sample size of 139 was determined using stratified random sampling.  Primary data was collected using questionnaires. The response rate was 84%. The descriptive statistics were means and standard deviations while the inferential analysis included factor analysis, correlational analysis, chi-square, and regression analysis. Results of multiple linear regression analysis revealed that supportive leadership style did not significantly predict employee performance, R2= 0.001, F(1, 110) = 0.118,  p≤ .05, β = -0.040, p ≤ .05 but that participative leadership style significantly predicted employee performance, R2= 0.865, F(1, 115) = 735.111, p ≤.05, β = 0.943, p≤05.  Task structure was found to moderate the relationship between path-goal leadership styles and employee performance, R2= 0.094, F(5, 101) = 6.92, p ≤.05, β = 0.208,  p≤ .05.  The study recommends that leaders of coffee trading companies should apply a participative leadership style with their employees with constant communication and consultation in order to achieve optimal performance.

scholarly journals Pengaruh Budaya K3 dan Gaya Kepemimpinan terhadap Kepuasan Kerja dan Kinerja Karyawan pada Divisi Operasi Tambang Di PT Newmont Nusa Tenggara

2013 ◽  
Vol 9 (1) ◽  
Author(s):  
Kasan Mulyono
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Path Analysis ◽  
Leadership Styles ◽  
Leadership Style ◽  
Safety Culture ◽  
Employee Performance ◽  
Primary Data ◽  
Mining Operations ◽  
Heavy Equipment

There have been many studies on organizational culture. However, there have been not many studies on safety culture especially in Indonesia. Furthermore, the studies of safety culture in its relations to leadership styles, job satisfaction and employee performance have been little. This study examines the impacts of safety culture and leadership styles on employee performance with job satisfaction as an intervening variable. Primary data was obtained from the perception of employees who worked at Mining Operations Division of PT Newmont Nusa Tenggara, copper/gold mine in West Sumbawa, West Nusa Tenggara province. Data was collected through questionnaires sent to 150 employees, mostly heavy equipment operators and several field foremen. 131 were completed and returned however only 119 were valid for analysis. Statistical method used to test each hyphotesis was path analysis. The results showed that most hypothesis were confirmed. From five hypothesis, only one (H2) that had to be rejected. While four hypothesis i.e. H1, H3, H4 and H5were accepted. These results indicated that safety culture has a significant impact on job satisfaction (H1) but has no significant impact on performance (H2). Whilst leadership style has a significant impact on both job satisfaction (H3) and employee performance (H4). Finally, job satisfaction has a significant impact on employee performance (H5). Key words: Organizational culture, safety culture, leadership style, job satisfaction, performance, path analysis.

scholarly journals Gaya Kepemimpinan Dan Budaya Organisasi: Pengaruhnya Terhadap Kinerja Karyawan

2019 ◽  
Vol 1 (2) ◽  
pp. 150-163
Author(s):  
Asmawiyah _
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Coefficient Of Determination ◽  
Research Model

This study aims to determine the influence of leadership style and organizational culture on the performance of employees of PT. Japfa Comfeed Indonesia, Tbk Makassar Unit. The research model used in this study is the method of observation, interviews, questionnaires, and literature studies conducted systematically based on the research objectives. The sample in this study is 95 respondents. The analytical method used is multiple linear regression analysis, coefficient of determination analysis (R2), T test (partial) and F test (simultaneous). The results of the study show that leadership styles have a positive and significant influence on employee performance while organizational culture has a positive but not significant effect on employee performance. This makes the leadership style the most dominant variable affecting the performance of employees at PT. Japfa Comfeed Indonesia, Tbk Makassar Unit.

scholarly journals Influence of directive and achievement oriented path-goal leadership styles on employee performance of coffee trading companies in Kenya

2019 ◽  
Vol 8 (6) ◽  
pp. 137-147
Author(s):  
Rozmina Rana ◽  
George K'Aol ◽  
Michael Kirubi
Keyword(s):  
Regression Analysis ◽  
Linear Regression ◽  
Multiple Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Theory And Practice ◽  
Oriented Path

The study sought to examine the extent to which directive and achievement-oriented path-goal leadership styles influence employee performance of coffee trading companies in Kenya. The positivism philosophy was adopted and the design used was a descriptive correlational research design. The population for the study was 180 senior managers of coffee trading companies in Kenya. Descriptive and inferential statistics were used to analyze the data. The descriptive statistics were mean and standard deviation while the inferential statistical analysis included correlational analysis, chi-square and multiple linear regression analysis. The results of the multiple linear regression analysis revealed that directive leadership style negatively and significantly predict employee performance, R2= 0.035, F(1, 114) = 4.141,  p≤ .05, β = -0.153, p≤ .05. Multiple linear regression analysis further revealed that achievement-oriented leadership style positively and significantly predicted employee performance, R2= 0.161, F(1, 116) = 20.686, p ≤. .05, β = 0.391, p≤ .05. The study provided a unique contribution to the theory and practice of leadership by contributing to knowledge in the application of Path-goal leadership styles in coffee trading companies. The study findings led to the conclusion that the use of a directive leadership style in coffee trading companies can adversely affect performance and leaders should exercise caution if they have to use this style.

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