Professional Documents
Culture Documents
industry
Paper Review Submitted by: Kshitij Gupta
Date: 21/04/2016
Title
The influence of leadership styles
on organizational performance of
logistics companies.
By-Saeminah Samad and Zaini Abdullahl: Faculty of Business Management,
Malaysian Institute of transportation.
ISSN: 1993-5250-Medwell Journals 2012
Literature Review
Leadership Styles: Leadership has been discussed
based on various perspectives
Senior and Flemming described leadership as follow:
1. Concern for task which is also referred as result
oriented
2. Concern for people or people centred or employee
oriented
3. Directive or authoritarian or autocratic leadership
4. Transactional or transformational leadership
According to Flemming the last two have received the
Research Objective
To Examine the relationship between Leadership Styles
and Organizational Performance
To study the influence of Leadership Style on
Organizational performance.
It also determined the most important leadership style
that influences organizational performance.
Hypothesis
H1a-There is a positive and significant relationship between
autocratic style leadership and organizational performance
H1b-There is a positive and significant relationship between
participative leadership style and organizational performance
H1c-There is a positive and significant relationship between
delegative leadership style and organizational performance
H2a-There is a positive and significant relationship between
transformational leadership aspect of charisma and
organizational performance
H2b-There is a positive and significant relationship between
transformational leadership aspect of inspirational motivation
and organizational performance
Research Methadology
Sample and procedure: Participants in the study were
managerial staff in Malaysian logistics companies. Total
200 self administered questionnaires were distributed to
the staff. The 150 useable questionnaires were used in
the statistical analysis representing a response rate of
75% from the sample. The selection of the respondents
was based on the random sampling.
Details of Participants
Measurement
The independent variable of the study was leadership
styles. Leadership styles consists of 31 items and were
measured based on seven dimensions: three classical
leadership styles (autocratic, participative, delegative or
laissez faire) and four transformational leadership aspects
(charisma, inspirational motivation, intellectual stimulation
and individual consideration) developed by the researcher
and adapted from Clark (1998)" Respondents were asked
to response the questionnaires on a range from 1 strongly disagree to 7 - strongly agree"
Results:
Result 1 continued
Table 3 shows all independent variables are positively
correlated with OP.
Thus all dimensions of classical and transformational
leadership are correlated to each other and are positively
related to OP.
Thus all the hypothesis(H1a-H1c & H2b-H2c) were accepted
so all components to clasical and transformational leadership
styles significantly enhance OP of Malaysian Logistics
Industry.
Conclusions (200)
1. This study revealed that on overall transformational leadership style
had a more significant effect than classical leadership styles on
organizational performance
2. The results also imply that leaders in Malaysian logistics companies
need to have vision, able to communicate the vision and have the
capability to inspire their followers towards changes in organization.
3. The result also imply that the leaders in these companies need to
have vision, ability to communicate the vision and inspire their
followers towards change in organisation.
4. Transformational Leadership emerged as the most significant in
achieving organizational performance.
Paper Reference
Adler, N., 2002" International Dimensions of Organizational Behavior. 4th Edn., South Western
Publishing, Cincinnati OH.
Anderson, EW", C. Fomell and D.R. Lehmann 1994. Customer satisfaction market share and
profitability: finding from Sweden. Manag . Sci., 33: 525-541
Anderson J.C ., M Rungtusanatllam, R G. Schroeder and S" Devaraj, 1995. A path analytic model of a
theory of quality management underlying the deming management method: Preliminary empirical
findings. peels` ion Sci.. , 26: 637-657.
Barney, J", 1991 Firm resources and sustained competitive advantage" J. Manage., 17: 99-120.
Barney, J.B., 1986" Strategic factor markets: Expectations, luck and business strategy. Manage"
Sci., 32: 1231-1241
Bass, B"M, 1985. Leadership and Performance Beyond Expectations. The Free Press, New York,
ISBN-13:
978-0029018101, Pages: 256"
Bass, B M, 1997 . Does the transformational-transactional leadership paradigm transcend
organizational and
international boundaries" Am. Psych., 52: 130-139.