The Impact of Personality and Leadership Styles on Leading Change Capability of Malaysian Managers

Al-Kahtani, Ali; Abu-Jarad, Ismael; Sulaiman, Mohamed; Nikbin, Davoud

doi:10.52283/nswrca.ajbmr.20110102a06

Cited by 39 publications

(13 citation statements)

References 45 publications

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“…The leaders preferring an autocratic leadership style could have high imaginative influence, curiousness, and frequent change in ideas due to open-mindedness. Therefore, this leadership style sometime might be associated with openness to experience (Alkahtani et al, 2011). The other part of the hypothesis is consisting of the research findings conducted by Hildenbrand et.…”

Section: Discussionmentioning

confidence: 96%

“…The existing findings coincided with and were validated by organizational-based research surveys to find the connection between personality traits and preferred leadership styles. The findings of these researches revealed that personality traits were significantly associated with preferred leadership styles (Breevaart & de Vries, 2017;De Vries, 2012;Alkahtani et al, 2011;Moss & Ngu, 2006).…”

Section: Discussionmentioning

confidence: 99%

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Mapping the Terrain of Organizational Leadership Styles through HEXACO Personality Inventory

Naz

2022

plhr

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The present research aimed to explore the association between HEXACO personality traits and the perspective leadership styles of organizational leaders. The layers of leadership and their shapes seem to have some connections with the personality facets. The sample was comprised of N=98 organizational leaders including (males=70, females= 28) with having age range from 30 to 58 years (M= 42.76, SD = 6.28). The data were collected through the purposive sampling technique. The results of the study included a profile of personality traits and how these traits related to preferred leadership styles. The HEXACO-personality inventory and multifactor models of leadership styles were used. The results of the confirmatory factor analysis revealed that all the factors of the HEXACO personality inventory and multifactor leadership styles questionnaire were retained with complete items and a well-fitted model. Correlational analysis indicated a positive association between personality traits and preferred leadership style. Moreover, results in regression analysis showed that organizational leaders who are high on honesty-humility, agreeableness, and conscientiousness preferred a democratic leadership style. Further, the leaders who are high on emotionality, openness to experience, and conscientiousness preferred multiple leadership styles such as autocratic, and bureaucratic. However, emotionality was inversely associated with preferences toward laissez-faire leadership. Besides, agreeableness was positively associated with laissez-faire, servant, and authentic leadership styles, in contrast, it was found negatively associated with preferences toward transactional leadership style. Furthermore, the findings of this research would also contribute to scientifically determining the succession of leadership.

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Section: Discussionmentioning

confidence: 96%

Section: Discussionmentioning

confidence: 99%

Mapping the Terrain of Organizational Leadership Styles through HEXACO Personality Inventory

Naz

2022

plhr

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“…The primary idea behind this leadership style is that leaders are skilled professionals who control and monitor their subordinates. Alkahtani et al (2011) define followers (employees) as obedient subordinates who obey directions. Autocratic leaders in companies, according to Balunywa (2000), are more concerned with despotic influence to get the work done than with the development and growth of subordinates.…”

Section: Autocratic Leadershipmentioning

confidence: 99%

Leading local government during COVID-19: An empirical finding from Ghana

Amegayibor

2022

ahrmr

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Purpose: This is to look into the impact of leadership on employee output in the local governance sector during the COVID – 19 Era. Research Methodology: A quantitative and descriptive approach, as well as a census method, were used to sample 220 employees. A structured questionnaire was used to gather data, multiple linear regression was used to test hypotheses, and SPSS version 20 was used to input, process, and analyze data. Result: The findings demonstrate that visionary, laissez-faire, and servant leadership styles have a considerable impact on staff output. Furthermore, employees' output is unaffected by autocratic and charismatic leadership styles. Limitation: The research only investigated five different types of leadership styles. Within the central region, it was similarly limited to only one metropolitan assembly. Contribution: It was demonstrated by the theory that under the local government, some various forces and situations drive the organization's activities; thus, leadership should be ready to change and dynamically position themselves to handle issues that arise. Keywords: 1. Employees’ output 2. Leadership 3. Leadership styles 4. Local government

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“…In a multi-racial nation such as Malaysia, it would be interesting to identify the nature of using cultural intelligence as there are major differences in the socio-cultural backgrounds among various ethnic groups [8,9]. Alkahtani et al [10] found that there were different research results with respect to expatriate leadership style in Malaysia. For example, Malaysian leaders are found not so much of designating but rather more valueoriented.…”

Section: Introductionmentioning

confidence: 99%

Influence of Cultural Intelligence on Socio-cultural Adaptation for Expatriate Leaders in Malaysia

Rahman

Kabir

Haque

et al. 2022

AJEBA

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Success factors of expatriate leaders in a globalized world depend highly on selective competencies. Each competency have a wide set of skills associated with it. This paper attempted to present an investigation for the assessment of a competency such as cultural intelligence on socio-cultural adaptation for expatriate leaders working in different organizations in Malaysia. The hypotheses developed in this study were tested through primary data collected using the survey method. Purposive sampling technique has been used to collect 210 responses. Exploratory factor analysis and structural equation modelling techniques were used to analyze the data. The findings revealed that cultural intelligence and socio-cultural adaptation influence expatriate leaders and the dimensions of cultural intelligence influence the performance of expatriate leaders mediated by socio-cultural adaptation. Organizations can get benefit greatly from incorporating cultural intelligence competency development for expatriate leaders in global positions. It will help the expatriate leaders to meet new and exciting challenges, and targets rapidly and performs efficiently.

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The Impact of Personality and Leadership Styles on Leading Change Capability of Malaysian Managers

Cited by 39 publications

References 45 publications

Mapping the Terrain of Organizational Leadership Styles through HEXACO Personality Inventory

Mapping the Terrain of Organizational Leadership Styles through HEXACO Personality Inventory

Leading local government during COVID-19: An empirical finding from Ghana

Influence of Cultural Intelligence on Socio-cultural Adaptation for Expatriate Leaders in Malaysia

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