Leadership Styles: A Comparative Analysis of PTD Officers and DG Officers in the Ministry of Education Malaysia

<p>The purpose of this study is to explore the leadership styles of middle level managers working in the Ministry of Education Malaysia. The middle level managers in this research are restricted to those from the Administrative and Diplomatic Officers Scheme of service (PTD: Skim Pegawai Tadbir dan Diplomatik) and Education Officers Scheme of service (DG: Skim Pegawai Perkhidmatan Pendidikan Siswazah/Bukan Siswazah). Leadership style, in this study, is defined as the extent to which a leader exhibits transformational, transactional and/or laissez-faire styles of leadership. This study adopts a mixed methods approach in helping to elicit information pertaining to the leadership styles of the PTD and DG middle level managers. A Multifactor Leadership Questionnaire (MLQ) 5x rater form is used in the quantitative strand while the qualitative part of this study utilises a standardised open-ended interview approach. A total of 122 respondents working in ten departments in the Ministry of Education answered the questionnaire while eight middle level managers (four PTD and four DG middle level managers) were interviewed. The results of both of the quantitative and qualitative strands indicate that the PTD and DG middle level managers showed more transformational leadership styles as compared to transactional leadership styles. In addition, the t-test reveals that the two groups of middle level managers do not show any significant differences in terms of their leadership styles. The findings also indicate that there were no significant differences in the perceptions of the overall transformational, transactional and laissez-faire leadership styles of the PTD middle level managers as perceived by their subordinates from different schemes of service. However, the same could not be said of DG middle level managers as their overall transformational as well as laissez-faire leadership styles indicate significant differences as perceived by subordinates from different schemes of service. This study will benefit the Malaysian public sector in understanding the different styles of leadership among middle level managers working in government organization. More specifically, this study is useful for understanding the similarities and differences of leadership styles of the DG and PTD middle level managers working in the Ministry of Education Malaysia.</p>

Leadership Styles: A Comparative Analysis of PTD Officers and DG Officers in the Ministry of Education Malaysia

<p>The purpose of this study is to explore the leadership styles of middle level managers working in the Ministry of Education Malaysia. The middle level managers in this research are restricted to those from the Administrative and Diplomatic Officers Scheme of service (PTD: Skim Pegawai Tadbir dan Diplomatik) and Education Officers Scheme of service (DG: Skim Pegawai Perkhidmatan Pendidikan Siswazah/Bukan Siswazah). Leadership style, in this study, is defined as the extent to which a leader exhibits transformational, transactional and/or laissez-faire styles of leadership. This study adopts a mixed methods approach in helping to elicit information pertaining to the leadership styles of the PTD and DG middle level managers. A Multifactor Leadership Questionnaire (MLQ) 5x rater form is used in the quantitative strand while the qualitative part of this study utilises a standardised open-ended interview approach. A total of 122 respondents working in ten departments in the Ministry of Education answered the questionnaire while eight middle level managers (four PTD and four DG middle level managers) were interviewed. The results of both of the quantitative and qualitative strands indicate that the PTD and DG middle level managers showed more transformational leadership styles as compared to transactional leadership styles. In addition, the t-test reveals that the two groups of middle level managers do not show any significant differences in terms of their leadership styles. The findings also indicate that there were no significant differences in the perceptions of the overall transformational, transactional and laissez-faire leadership styles of the PTD middle level managers as perceived by their subordinates from different schemes of service. However, the same could not be said of DG middle level managers as their overall transformational as well as laissez-faire leadership styles indicate significant differences as perceived by subordinates from different schemes of service. This study will benefit the Malaysian public sector in understanding the different styles of leadership among middle level managers working in government organization. More specifically, this study is useful for understanding the similarities and differences of leadership styles of the DG and PTD middle level managers working in the Ministry of Education Malaysia.</p>

Ethics Position and Leadership Style in a Mayor’s Office

Introduction: Recent cases of unethical behavior in organizations indicate the need to carry out empirical research about it. Objective: Determine the existence of a relationship between ethics and leadership, demanded by society and prescribed by various academic theories. Method: For this reason, through the conduction of non-experimental, cross-sectional, quantitative research, it is sought to make a process of falsification of the theoretical proposals in the context of a municipal mayoralty. In the development of the research, the responses of 219 leaders were satisfactorily received, answering questions from two psychometric instruments of wide recognition and academic validity, the Ethics Position Questionnaire and the Multifactor Leadership Questionnaire. They were carried out both through an exploratory data analysis and a confirmatory factor analysis, and a model of structural equations that tested the existence of a relation between the ethical position and the styles of leadership. Results: It was also possible to identify the influence exerted by the different ethical positions in each one of the styles of leadership in a local public administration. Conclusions: These findings facilitate the identification of ethical leadership models in local public organizations and contribute towards the empirical demonstration of the current discussion on the relationship between ethics and leadership in organizations.

Nivel de liderazgo transformacional, variables sociodemográficas y la experiencia pedagógica de los docentes universitarios

El propósito de la investigación, fue determinar el nivel de liderazgo transformacional y su relación con variables sociodemográficas y la experiencia pedagógica de los docentes de una universidad pública de México. Se utilizó un enfoque cuantitativo de alcance correlacional, con una población de estudio de 123 docentes y muestreo probabilístico. La recolección de datos se hizo mediante la aplicación del cuestionario Multifactor Leadership Questionnaire (MLQ) modificado, el cual es un instrumento validado para medir el liderazgo transformacional, con la técnica de encuesta personal. El instrumento constó con 60 reactivos y el análisis de datos se hizo mediante sistemas informáticos y estadística descriptiva y correlacional con la herramienta Statistical Package for the Social (SPSS). Dentro de los principales hallazgos, se encontró que los docentes se perciben con un nivel alto de liderazgo transformacional y que la edad, el género y la preparación académica, no se relacionan con el nivel de liderazgo transformacional de los docentes. De la misma manera, no se encontró relación entre la experiencia pedagógica y el liderazgo transformacional en los docentes de la universidad pública de México donde se aplicó el estudio. Los resultados servirán para proponer acciones tendientes a fortalecer el liderazgo transformacional en los docentes universitarios.

Effect of transformational behavior on millennial job satisfaction

Leaders are responsible for empowering and driving employees to succeed in challenging times or changes and, ultimately, achieve the best results. One of the biggest dilemmas in today’s leaders’ agenda is to understand how to manage a diverse multigenerational workforce in which millennials represent a predominant group by far, being completely different from previous generations due to the technology impact. The aim of the paper is to identify which leadership style and behavior affects most positively millennial job satisfaction in a multinational environment, and to understand the differences between millennials and non-millennials. The Multifactor Leadership Questionnaire, known as the MLQ, was answered by 167 representative employees from various multinational corporations, 125 of whom are millennials. Based on the results, transformational style is strongly correlated with and positively affected by millennial job satisfaction. Moreover, transformational style is a significant predictor of increased millennial satisfaction, and more specifically, idealized attributes and intellectual stimulation are behaviors that have been validated to increase it. On the other hand, individual consideration has been proven to have a productive effect by increasing non-millennial job satisfaction. According to the findings, millennial workforce leaders need to move towards a more transformational style, based on more idealized attributes and an intellectual stimulation approach, if they want to increase their satisfaction and avoid unwanted attrition. Basically, millennials are searching for leaders who trust and embrace innovation, creativity, critical thinking and, most importantly, leaders who also question the status quo.

Gaya Kepimpinan Transformasi dan Efikasi Kendiri dalam kalangan Pemimpin

The purpose of this study is to identify the relationship between transformational leadership style and self-efficacy among leaders. Eighty leaders at a government agency in Johor Bahru were involved as the respondents. Quantitative methods were used for this study by using a set of 25-item questionnaires on transformational leadership style and self-efficacy. The Multifactor Leadership Questionnaire (MLQ) founded by Bass and Avolio (1992) was used to measure the transformational leadership styles, while the self-efficacy scale developed by Chen, Gully and Eden (2001) were used to measure the respondents’ self-efficacy. Data were analysed using descriptive statistics and inferences by using the Statistical Package for Social Science (SPSS) version 21. Overall, the results showed that the transformational leadership style among the respondent is at moderate level. The findings also showed that the respondents' self-efficacy level is high. Meanwhile, the Pearson Correlation analysis showed that there is a moderate and positive relationship between the transformational leadership style and leader’s self-efficacy. In conclusion, it was found that the transformational leadership style is related to leader’s self-efficacy. This findings from this research can be used as an empirical support for future studies in the leadership and self-efficacy field among leaders in government agencies di Malaysia.

Validation of the Norwegian Versions of the Implementation Leadership Scale (ILS) and the Multifactor Leadership Questionnaire (MLQ) in a Mental Health Care Setting

Background: The implementation of evidence-based practices (EBPs) is of crucial importance in health care institutions and requires effective management from the leaders. However, there is a lack of sufficient assessment tools to evaluate the degree to which the employees´ rate how well their leaders are at implementing EBPs. This emphasizes the need for a validated and widely used implementation scale for EBPs. Methods: The current study evaluated the psychometric properties of the Multifactor Leadership Questionnaire (MLQ) and the Implementation Leadership Scale (ILS) in a Norwegian mental health care setting. Results: Results from confirmatory factor analyses indicated that the MLQ and ILS were valid instruments for measuring general and implementation leadership. The scales demonstrated good convergent validity. In addition, attitudes towards EBPs did not seem to be associated with the ILS and the MLQ, further supporting the applicability of the instruments. Conclusions: The two scales demonstrate good psychometric properties in a Norwegian mental health care setting, which suggests that the MLQ and ILS are valid and reliable tools for measuring leadership in an implementation setting. More research is highly needed to disentangle the link between perceived leadership and objective measures of successful implementation of EBPs. Trial registration: NSD 690133, NSD 60059/3/OOS

Perception of School Climate as a Mediating Factor in Relation between Teacher Motivation and the Perceived School Principal Leadership Style

This paper presents the results obtained on a sample of 467 teachers from 25 elementary schools in the wider city area of Tuzla. The subject of the research was the relationship between the principal leadership styles, as perceived by teachers, and the work motivation of teachers, through the perception of the school climate as a potential determinant of this relationship. The Multifactor Leadership Questionnaire (MLQ), the Work Tasks Motivation Scale for Teachers (WTMST), and the School Level Environment Questionnaire (SLEQ) were used to collect data. The obtained results indicate that the principal leadership style, perceived by teachers, affects teacher motivation directly, and indirectly, through the teachers’ perception of the school climate. This, however, explains a small part of the total variance of motivation, which suggests that motivation is mostly determined by the sum of other factors.

Measuring leadership an assessment of the Multifactor Leadership Questionnaire

Although the most used measure of transformational leadership, the Multifactor Leadership Questionnaire (MLQ), has been the subject of intense scrutiny among leadership scholars, little interest has been shown in analyzing the relationship between its underlying constructs and / or their measures. The present study identifies a formative factor structure for most MLQ first-order factors, replacing the usual reflective model. We demonstrate the value of this structure using data from two different samples. First, we applied the MLQ to a sample of 129 police officers from the Catalan Police workforce. Second, we ran an online survey with 300 US citizens. We argue that three second-order factors (transformational, transactional, and laissez faire) should be used as emergent aggregate multidimensional models to describe three different leadership styles, challenging the ubiquitous multidimensional latent models favored in the extant literature. We then propose that transformational/charismatic leadership should be treated as a multidimensional emergent profile model, replacing the leadership development order of precedence, which is dominant in modern leadership research.

Estilo de liderazgo predominante en los empresarios agrícolas de la provincia de Chiclayo, región Lambayeque- Perú

Estudiar los estilos de liderazgo exige revisar una amplia literatura tratada en todo el mundo y por mucho tiempo con la intención de comprender la conducta del líder, y sin duda que se seguirá investigando en los diversos sectores sociales, económicos y políticos. El presente estudio tuvo como objetivo determinar el estilo de liderazgo predominante en una muestra de 270 empresarios agrícolas de la provincia de Chiclayo del Perú, como parte de un estudio macro, impulsado por la ONG Asociación de Agropecuarios La Montería – ASPAM. Se aplicó la versión adaptada al español del Multifactor Leadership Questionnaire - MLQ, construido por Avolio y Bass; posteriormente adaptado por Castro , Nader y Casullo en el 2004 y denominado CELID-A (cuestionario de los estilos de liderazgo-Autoliderazgo) (Solano, 2018). Los resultados indican como estilo de liderazgo predominante al estilo transformacional, puntuando bajo los estilos de liderazgo transaccional y el estilo Laissez-Faire. Permitió también conocer la asociación e interdependencia de los estilos transformacional, transaccional y el estilo laissez-faire. Así mismo, un análisis de dichas variables con los datos sociodemográficos permitió encontrar algunas asociaciones significativas.