Leadership Style and Perception of Effectiveness: Enlightening Malaysian Managers

Jayasingam, Sharmila; Cheng, Moey Yoke

doi:10.5539/ass.v5n2p54

Cited by 20 publications

(21 citation statements)

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“…The findings in the research may be in harmony with that of Jayasingam (2009) for it says that the gender of a manager is not a determinant with his/her managem ent style. However, in the study of it was cited that the male managers were the ones who mostly possess the laissez-faire management style.…”

Section: A Management Style Of Women Managerssupporting

confidence: 50%

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Management Styles of Women Managers: Its Effect on Job Performance as Prime Mover to the ASEAN Economic Community (AEC) Integration

Pioquinto¹

2016

Glob Bus Financ Rev

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A B S T R A C TThis study aimed to explore the management styles of women managers and its effects on their job performance with the following objectives: to identify the management style of women managers in as determined by the subordinates and the women managers themselves; to know the level of performance of women managers as rated by the subordinates and the women managers themselves; to find significant differences in the ratings given by the two groups of respondents namely the women managers and subordinates; to know if there is a significant relationship between the level of performance of women managers and their management styles; and to formulate management strategies that may be proposed to enhance performance of women managers as a prime mover for the ASEAN Economic Community (AEC). To pursue the objectives of this study, a questionnaire was distributed to women managers and their subordinates. Moreover, descriptive statistics such as frequency and percentage was used for the profile of women managers. Weighted mean was also used to determine the level of performance of women managers as assessed by their subordinates and to identify the most used management style. T-test and Pearson R was also utilized for computing statistical data. This study intended to propose management strategies to enhance the job performance of women managers and their subordinates. It is hopeful that these management strategies be adapted by women managers in Daet, Camarines Norte, the Philippines, and the members of the ASEAN (Association of Southeast Asian Nations), which may be of help to their organizational successes. The following conclusions were obtained from the findings of the study: 1) The management style of the women managers as seen by majority of their subordinates is of the Autocratic style while the management style the women managers see themselves as possessing is the Laissez-Faire style of management. 2) The level of performance of women managers as rated by their subordinates is in the satisfactory evaluation level while as the women managers get to rate themselves in terms of their performance, they had given a straight Good result in the evaluation scale.3) There is a significant difference on the ratings of women managers and their subordinates on the management styles of the women managers. There is also a significant difference on the ratings of women managers and their subordinates on the job performance of the women managers. 4) There is no significant relationship between the level of performance of women managers and their management styles. 5) The management strategies proposed by the researcher may substantiate and enhance the job performance of women managers in the Bicol Region, the Philippines and the ASEAN (Association of Southeast Asian Nations) Economic Community, into which our country is a member, and their subordinates, by being able to seek solutions to problems, foster group collaboration and camaraderie, implement strategic decisions and initiate organizational changes. Also, th...

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Section: A Management Style Of Women Managerssupporting

confidence: 50%

“…According to Jayasingam (2009) no gender differences were noticed for autocratic leaders. Generally, as autocratic leadership is deemed ineffective on the whole, it is possible that this style is no longer associated with effectiveness regardless of whether a man or woman manager utilizes it.…”

Section: A Management Style Of Women Managersmentioning

confidence: 99%

Management Styles of Women Managers: Its Effect on Job Performance as Prime Mover to the ASEAN Economic Community (AEC) Integration

Pioquinto¹

2016

Glob Bus Financ Rev

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“…Furthermore, the researchers found that autocratic leadership has a negative significant impact on employee performance supporting the findings of Jayasingam and Cheng (2009). Where it was found that in Autocratic style of leadership, the leaders dominates all actions and decisions and restricts the innovativeness and creativity of employees.…”

Section: Introductionmentioning

confidence: 51%

The Impact of Leadership on Human Resources Management Practices in the Organization

U¹

2019

JEHD

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Leadership is a relevant concept in various aspects of the society including business, academics, family, community, religious and politics up to national level and indeed international levels. It is said to be a major determinant of success of a group, business organization and even the entire country and therefore is the most important factor in society since it is seen as the life-wire on which any organization hangs on for effective performance. Leadership plays a very important role in the Human Resources Management practices of any organization. Transformational leaders in HRM inspire followers to accomplish more by influencing the followers to align their values with the values of the organization. This paper concludes that leadership is central determining the tone, culture and performance of the organization and also accounts for achieving organizational objectives since the Human Resources is the most valuable asset of every business organization

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“…Влияние особенностей национальной и корпоративной культуры на стимулирование инновационного поведения Стимулирование инновационного поведения работников занимает все более важное место в реализации стратегий развития, достижении конкурентных преимуществ и формировании тактических решений предприятий и организаций по всему миру. Особенно этот аспект актуален для тех стран и рынков, которые избирают инновационный путь развития, предполагающий интенсивное использование корпоративных знаний и интеллектуального потенциала, таких, например, как Китай [23], Малайзия [14] и другие активно развивающиеся страны. Российское руководство также заявляет о национальной ориентации на инновационный путь развития, что включает наши компании в круг тех, для кого стимулирование инновационного поведения сотрудников выходит на первый план в обеспечении своей конкурентоспособности.…”

Section: Introductionunclassified

Analysis and ranging of the factors of formation and development of innovative behaviour in organizations

Sabetova¹,

Пономаренко

2018

Vestn. Voronež. gos. univ. inž. tehnol.

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The article considers t the problem of determination of the degree of influence of a number of factors on formation of innovative behavior of employees and their groups in organizations. According to the authors’ opinion, innovative activity of employees requires, on the one hand, their own abilities and motivation, and on the other hand, readiness of the organization and provision of necessary resources for employees both for creation and implementation of ideas and projects. The authors do not deny the influence of the national business culture on the features of innovative behavior and point out the need to take into account these features. However, they deny the existence of national features that obviously make innovation development of one country easier than others, and therefore consider the experience of different countries worthy of study, but at the same time its implementation is considered possible only after a critical rethinking for existing conditions. The authors point out that innovative behavior of employees is formed under the influence of factors that can be conditionally divided into those dependent and independent of management actions, the former being of particular interest due to the possibility of controlling them. Among them the following groups of factors are identified: (i) related to the peculiarities of management style; (ii) characteristics of the workplace and job responsibilities; (iii) factors related to interpersonal and intergroup relations, and (iv) organizational factors. The influence of the key factors of each group was analyzed and evaluated either from the standpoint of positive or negative impact on the formation of innovative behavior, or from the position of the strength of influence. Based on the experience of Chinese colleagues, a comparative ranking of the factors that determine the innovativeness of behavior was carried out, in terms of their significance. At the same time, the similarity of the factors determining the innovativeness of the behavior of employees in Chinese and Russian companies was revealed, but significant differences in the degree of such influence were detected. As a result, the authors’ named key success factors in the formation of innovative behavior of the staff: (i) support from the company’s management; (ii) availability of resources of all types; (iii) system of labour remuneration; (iv) composition and structure of the team, and (v) cooperation.

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Leadership Style and Perception of Effectiveness: Enlightening Malaysian Managers

Cited by 20 publications

References 28 publications

Management Styles of Women Managers: Its Effect on Job Performance as Prime Mover to the ASEAN Economic Community (AEC) Integration

Management Styles of Women Managers: Its Effect on Job Performance as Prime Mover to the ASEAN Economic Community (AEC) Integration

The Impact of Leadership on Human Resources Management Practices in the Organization

Analysis and ranging of the factors of formation and development of innovative behaviour in organizations

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