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CHAPTER 1
INTRODUCTION
1.1 Background of the Study
In the era of globalization, rapid changing happens in economic, technology and
development. Capability is the highest priority of management even in government
sector. In fact, the management capability can be seen in business and administration
through employees and organizational performance. Besides, the management leadership
and competence is the key of management practices that lead to sustainable performance,
efficient service delivery, and excellent growth in business.
Most organizations rely upon their leaders to facilitate the changes and
innovations required to maintain the competitive advantage. Leaders are recognized as
persons who can single handedly create order out of chaos, and direct the organizations
through unthinkable environmental instability. Leadership always changing due to the
circulation of time so does the change in employee requirements resulting in a demand
for change in the relationship between a leader and their subordinates.
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According Brindusa Maria POPA in his research stated that some analysts say
that leaders are born, others say that leaders can be made and yet, both sides are right and
there are inborn qualities that make a leader but they alone are not enough. These
qualities need to be acquired and most of all, experience needs to be accumulated. So,
effective leadership means the success of the organization. Besides, effective leadership
is the extent to which a leader continually and progressively leading and directing his or
her followers to the agreed destination which is defined by the whole group. Through the
research by Nadeem Bhati and Ghulam Murtza Maitlo et.al said that the bass theory of
leadership states that there are three basic ways to explain how people become leaders.
The first two explain the leadership development for a small number of people. These
theories are:
1) Some personality traits may lead people naturally into leadership. This is the Trait
theory.
2) An important event may cause a person to rise to the occasion which brings out
extra ordinary leadership qualities in an ordinary person. This is the Great event
Theory.
3) People can choose to become leaders. People can learn leadership skills. This is
the Transformational leadership Theory. It is the most widely accepted theory.
It is argued that effective leadership has a positive way on the performance of
organization (Maritz, 1995; Bass, 1997; Charlton, 2000). Behling and McFillen (1996)
confirmed the link between high performance and leadership in the United States by
developing a model of charismatic or transformational leadership where the leaders’
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behavior is said to give rise to inspiration, awe and empowerment in his subordinates,
resulting in exceptionally high effort, exceptionally high commitment and willingness to
take risks. As a result, many leadership theories have been proposed in the last fifty years
which are claimed to have influenced effectiveness of organizations where they have
been employed through employee performance.
Leadership style will impact the employees’ readiness, ability and willingness of
subordinates if it is good matched. With these consequences, a synchronized pattern of
works will be obtained for better performance towards the organizational goals. It also
found that employees who obtained a higher willingness scores were more satisfied with
their job and had higher job performance and lower turnover intention. Leadership
behaviors affect outcomes such as group performance and goal attainment by influencing
the behaviors of subordinates in order to increase the perception of work values.
On the other hand, employee performance is an important building block of an
organization and the factors which lay the foundation for high performance must be
analyzed by the organizations. Since every organization cannot progress by depending on
one or two individual's effort, it is collective effort of all the members of the organization.
Performance is a major multidimensional construct aimed to achieve results and has a
strong link to strategic goals of an organization (Mwita, 2000). However, the
organization need to effective and efficient managers and employees to be able to achieve
their goals in order to achieve better performance toward organization goals and
objective. So, the manager's leadership styles are very effective in right driving of the
employees for organizational purposes. That means, practice the best style of leadership
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will lead to increased employee performance as well as organizational effectiveness and
efficiency.
In fact, the government agencies must act as a catalyst in helping the private
sector to increase national economic parameter to compete in this era and achieve the
Vision 2020. Thus, the leadership styles play a prominent role in order to ensure
employee to give their best performance to the government institution. So, to achieve
excellent service, leadership is the most important factor in order to produce a good
result. Therefore, this research investigated the relationship between leadership styles and
employee performance.
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1.2 Background of company
RTM or Radio Television Malaysia is a government owned television network
and it broadcasts from its headquarters in Angkasapuri, Kuala Lumpur. RTM maintains
and controls a number of radio and television stations. At present, it runs 6 national, 2
international, 17 states, 11 district radio stations and 2 television channels TV 1 and TV 2
(RTM, 2010).
When it started transmission on 1st April 1946, RTM was established as Radio
Malaya operating out of Singapore. On 31st August 1957 when Malaya received its
independence, Radio Malaya was split into two with the original studios in Singapore
managed by a new station called Radio Singapura while Radio Malaya moved to Kuala
Lumpur going on air from the new location on 1st January 1959 (RTM, 2010).
Radio Malaya was later named Radio Malaysia on 16th September 1963 with its
signature transmission trademark words Inilah Radio Malaysia (This is Radio Malaysia).
Services rendered under Malaysia Television (Malaysia TV) started on 28th December
1963 in the Klang Valley and Selangor. The 10 month old Television Singapura which
was launched on 16th February 1963 became part of Malaysia Televisyen till 1965 when
Singapore broke away from Malaysia (Penyiaran, 1987).
Radio Malaysia later became Rangkaian National (National Channel) on 1st
January 1971 and became the nation’s first 24 hour radio station. In 1978 Rangkaian Satu
(Network One) was renamed Malaysia Television Satu. A year later Rangkaian Dua was
renamed Malaysia Television Dua. New separate logos for both networks were launched
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the same year. The following year, Malaysian Televisyen and Radio Malaysia merged to
become Radio Television Malaysia, RTM (Penyiaran, 1987).
As of 2007, RTM controlled 17 per cent of television viewing market in the
country behind Media Prima with 54 per cent and Astro with 29 per cent. But of late
neither RTM or Astro has made the top 20 television programmes (KAS Democracy
Report, 2008). However, RTM has become television broadcasting in Malaysia was a
government monopoly for almost twenty years.
In addition, RTM have several of department which are management, strategic
development, radio program, television program, broadcast operations, public relations,
Berita Hal Ehwal Semasa, marketing and promotion, music services and Media Jakim.
RTM have divided into four building which are Wisma TV, Wisma Berita and Wisma
Radio as well as IBC. The total numbers of employee in RTM about 40,000 people that
work at different department and fields. Each department has consists around 100 people
and mostly women employees conquered of each department especially in management
and administration department.
The department of Berita Hal Ehwal Semasa has consists two division which are
Finance and Administration section and Ehwal Semasa section. The researcher found that
in department Ehwal Semasa section has divided into several units which are admin,
Selamat Pagi 1Malaysia and Hello on Two (Siaran pagi), Siaran Langsung, Bicarawara,
Majalah and Biz Malaysia. In this department, admin will conducted everything about the
management and administration of employees such as salary, overtime, leave, task and
responsibilities and others.
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Therefore, RTM have been established to address social need and group activities.
Throughout human history, the developments and changes happen and it done by
individuals and groups associated with the presence of a person as a leader. In this
department, most of task and activities that have they done as a team. So, in the team, we
need a good leader and group members for ensure the task and activities complete
successfully. Thus, RTM considered the leadership as a function is an important
component of management. The presence of leaders in the group with a competent skill is
a must and that skills can be seen as a style of leadership. A leader will lead the group to
achieve a certain goals in the organization. However, the relationship between manager
and employees is strongly bonding together be important to ensure the performance of
organization and employees.
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1.3 Statement of the Problem
Many researchers consider leadership style as an important variable in influencing
an organization’s functions. Robbins (2003) indicates the management function of
leadership is mainly aimed to manage employee behavior and by explaining and
predicting employee productivity, resign rate and job satisfaction in an effort to reach the
ultimate goals for employees’ aggressive job involvement and the commitment to
companies.
According Chen and Silverthorne (2005) stated the influence of leadership style
on job performance, satisfaction, stress, and turnover intention has been well established.
Despite leadership style has an impact on organizations, departments, and teams as well
as work climate and atmosphere, leaders who want the best results should not rely on a
single leadership style (Goleman, 2000).
The interest in the influence of leadership on workers performance represents an
alternative to the traditional focus on the leader as the center of attention and power, or as
sun in the organization. Although the qualities of leaders are obviously important, leaders
need the skills to engage followers in productive and satisfying mutual pursuits.
However, this is a different from the usual way of seeing leader qualities as possessions,
rather than interpersonal links to others involved in shared activities.
Because not all leaders wish to be participative, understanding and overcoming
reluctance to involve with followers and think it is important. It will be a source of
resistance in the problem of shared responsibility that needs to be accountable. For
employees to accomplish their work, the managers must encourage them such as
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employees, co-workers, supervisors and customers. Because this is effective and efficient
leadership styles, the human factor must be critically looked out from the employee
performance. Therefore, within this research will make an effort to investigate the
relationship among leadership style and performance of employee.
Additionally, every government institutions and employees has his or her own
Key Performance Indicators (KPIs) to achieve as determined by the stakeholder. Other
than that, the employee performance includes performing the duties; meeting the task
deadline and gain the departmental goal is very crucial and it always link to the
leadership in the organization. That means, when it comes to explain how and why
certain organization has impressed out competitive advantages, it needs to increase
attention towards the leadership style, which is the key factor to determine the level of
organization and employee performance.
In short, this study aims at addressing key questions by examining autocratic,
democratic, and laissez-faire leadership styles in managing Radio and Television
Malaysia (RTM) employees with good governance. It is important to investigate the
relationship of the three leadership styles which are autocratic, democratic, and laissez-
faire with the employee's performance.
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1.4 Research Objectives
The main objective of this study was to investigate the relationship of leadership styles
and employee performance. Specifically, the study sought:
i. To identify the implementation of leadership style in the selected department at
RTM.
ii. To determine the work performance among employees at selected department
towards their manager leadership style.
iii. To examine there is a relationship between leadership style and employee
performance in the RTM.
1.5 Research Questions
The research questions used in this study are:
i. What type of leadership style practice in Radio and Television Malaysia (RTM)?
ii. Is there any relationship between leadership style and employees performance at
Radio and Television Malaysia (RTM)?
iii. Are Radio and Television Malaysia (RTM) employees satisfied with their
leadership style?
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1.6 Theoretical Framework
The figure 1.0 shows the theoretical framework for the level the relationship
between Leadership Style and Employee Performance. There are two variables which are
Independent Variable (IV) and Dependent Variable (DV). The Independent Variables for
this study are factors that influence the Employee Performance. In the words, the
leadership styles that the managers use in their leadership towards their employees. The
dimensions for Independent Variables (ID) are Autocratic approach, Democratic
approach and Laissez-faire approaches that theory by the Lewin, Lippit and white (1939).
Then, the Dependent Variable for this study is their effectiveness for employee
performance. In the Independent Variables, it show the three types of leadership style
which is Autocratic approach, Democratic approach and Laissez-faire approach is the
most factor that will influence the Employee Performance among the employees.
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Independent Variable Dependent Variable
Figure 1.0 The Theoretical Framework of the relationship between Leadership Styles
and Employee Performance
There is several hypothesis for this study which are :
H1 : There is a significant relationship between autocratic style and employee
performance.
H2 : There is a significant relationship between democratic style and employee
performance.
H3 : There is a significant relationship between laissez-faire style and employee
performance.
H4 : There is a significant relationship between leadership styles and employee
performance.
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1.7 Scope of the Study
The scope of this study was focused on whether there is a relationship between
leadership styles on the performance among the employees in public sector in Radio
Television Malaysia (RTM). The public sector has been chosen because many of the
government agencies use the different leadership styles where maybe have possibility
that the delivery system be weak and inefficient.
1.8 Significance of the Study
This study is significant as a reference to all staff in the organization, in order to
understand how important the leadership styles on the employees' performance as well as
organization performance. It is expected that the findings of the study would benefit
organizations to gain high performance in their organization. The following discussion
outlines the contribution this study can make in the area of employee, organizations, and
future researcher.
Contributions to the Employee
A staff that feels motivated and has confidence in the organization’s vision can be
productive. A leadership style has a direct influence on employee morale. Autocratic
leaders that do not seek input from employees tend to alienate their staff and diminish the
employee feeling of involvement. Democratic leaders are open to employee involvement
and allow employees to feel part of the company’s success. When the staff feels
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alienated, morale and productivity suffer. A manager that involves employees in the
organization builds morale and improves productivity (Anderson, 2010).
Contributions to the Organizations
Knowledge of management practices provides a set of tools and practices integral
to change management initiatives among employees in the organization. Meanwhile,
competencies afford government department to be more structured through directed
goals, clear and consistency in planning and capable to become competent workforce.
This study found organizations that indulge in knowledge management practices possibly
will have a direct effect on a positive organizational performance. In a similar way,
competencies served as an indicator of success through variety of skills. Hence,
government departments may have a balance work-life as well as improve their
productivities. It is also hoped that the management of the government can have an early
exposure as intellectual capital represents significant value to their bottom line. Thus, this
study contributed to the public agency as the main platform of country’s competitiveness.
The government agencies may also not only improve their job performance but also
productivity of the organization. This study also brings in the nature of ideas that
organizations own where knowledge management had emerged and existed in Malaysia.
Hence, this would take the result as an on-going real world application of the ideas that
the organizations did practice knowledge management.
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Contributions to the Future Researcher
The research that be conducted can be used as a references source for future
researchers in order to investigate the relationship between leadership styles and
employee performance.
1.9 Limitations of the Study
In this study, there is some limitation that the researcher faced are:
There are few limitations when doing this research. First, the total number of
respondents is too small where the study will be only at selected department. The
population of this study is limited to staffs employed in the Ehwal Semasa section at
Radio Television Malaysia (RTM). From this section, the researcher takes half
respondents at that section for represents for whole department. From here, the researcher
can get much information about the relationship between leadership style and employees
performance.
Second, the researcher conducted this study within employees from selected
department only in Radio Television Malaysia (RTM). This condition limits the
generalized of the results. The study is not able to cover the whole Malaysia. Therefore,
future researchers need to examine employees from various organizations in Malaysia as
to generalize result of the study.
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Third, the questionnaire was distributed during lunch break where employees are
rushing to take their meal before the lunch break ended. To some extent, might affect the
result where the respondent might just simply answer without reading the question
carefully.
Last but not least, a major limitation of many studies as well as this study is that
most researchers rely on cross-sectional results that are seldom replicated. Moreover, this
study is limited by self-reliance upon attitudinal information provided by the respondents.
1.10 Definition of Terms
The definition of terms was provided to ensure uniformity and understanding of
these terms throughout the study. The meaning of these terms obtained from several
references that have found by the researcher. The following terms are defined in
accordance to this study:
Leadership
In this context, leadership can be defined as an activity of a leading group or an
organization. According Jong and Hartog (2007) described leadership as a process to
influence people in order to get desired result. Lok and Crawford (2004) proclaimed that
leadership plays a vital role in determining the success and failure of an organization.
Thus, the leaders help to stimulate, motivate, encourage and recognize their followers in
order to get key performance results.
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Leadership styles
Leadership style is defined as the pattern of behaviors that leaders display during
their work with and through others or followers (Hersey & Blanchard, 1993). Miller et al.
(2002) view leadership style as the pattern of interactions between leaders and
subordinates. It includes controlling, directing, indeed all techniques and methods used
by leaders to motivate subordinates to follow their instructions.
Autocratic Approach
Autocratic leadership styles is also referred to as authoritarian, boss-centered, or
dictatorial leadership, autocratic leadership styles is characterized by close supervision
(Liebler and McConnel, 2004). The manager who practices these types of leadership
gives direct, clear, and precise directions to employees. Autocratic leaders, provide clear
expectations for what needs to be done, when it should be done and how it should be
done.
Democratic Approach
Lewin's study found that democratic leadership is leaders offer guidance to group
members, but they also participate in the group and allow input from other group
members. The democratic leaders encourage group members to participate but retain the
final say over the decision-making process. Democratic supervisors make extensive use
of the ideas, seggestions, and recommendations of their subordinates (Zane K. Quible,
2001).
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Laissez-faire
According to Liebler and McConnel (2004), Laissez-faire leadership is based on,
the assumption that individual are self-motivated. Another definition Laissez-faire is
described as hand off, fence-straddling and absentee management. The Laissez-faire
leaders offer little or no guidance to group members and leave decision-making up to
group members. The manager who performed these types of leadership will avoid giving
orders, solving problems, or making decisions.
Employee performance
Employee performance can be defines as the activities that related to job related
of a worker and how well the work are been done. Many business personnel directories
help their employee in order to achieve suggested areas of improvement. According
Charity Tinofirei (2011) stated that employee performance is the successful completion
of tasks by a selected individual or individuals, as set and measured by a supervisor or
organization to pre-defined acceptable standards while a efficiently and effectively
utilizing available resources within a changing environment.
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1.11 Summary
In nutshell, the leadership styles as the important element in order to achieve
better performance of employees in organization. The researcher found that there is
relationship between the leadership styles and employees performance. The leadership
styles will be investigated in these researches which are autocratic, democratic, and
laissez-faire.
It is showed that three types of leadership style should be practice in organization
to ensure that employee on the right side in implement to effectiveness of work
performance. Based on employee performance, the organization's goal can be achieve
successfully and give a good performance in the organization.
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CHAPTER 2
LITERATURE REVIEW
This study proposed to determine the relationship between the leadership styles
and employee performance among government sector at Radio and Television Malaysia
(RTM), Angkasapuri, Kuala Lumpur. The dependent variable of this study is employee
performance. The dimensions that consist in independent variable for this study are
autocratic approach, democratic approach, and laissez-faire.
2.1 Definition of Leadership
Different management authorities have defined the term leadership in various
terms. According M.L. Voon, M.C Lo et. al cited leadership definition from Northouse
(2010) as a process of interaction between leaders and followers where the leader
attempts to influence followers to achieve a common goal. There is a common thread,
however, among the different definitions of leadership. However, as stated in Vecchio,
Hearn and Southey (1999) claimed that leadership is a process through which a person
tries to get organizational members to do something, which that person desires. Luthans
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(2005) stated through a study conducted by Ayaz Khan (2010) leadership is when you
boil it down; contemporary leadership seems to be a matter of aligning people toward
common goals and empowering them to take actions needed to reach them. Yukl (1989)
points out that numerous definitions of leadership have circulated around the involving
and influence process. Through a study conducted by Loganatan a/l Yagambaram (2012)
stated the some of the definition and perspectives of the contemporary researches; Bass
(1990) defined leadership as follows:
i. Leadership as a focus of group process
ii. Leadership as personality and effects
iii. Leadership as the art of inducing compliance
iv. Leadership as the exercise of influence
v. Leadership as an act of behavior
vi. Leadership as a form of persuasion
vii. Leadership as a power relation
viii. Leadership as an instrument of goal achievement
ix. Leadership as emerging effect of interaction
x. Leadership as a differentiated role
xi. Leadership as an initiation of structure
Through this study also stated that leadership as a combination Yukl (1989) defined
leadership as influencing task objectives and strategies, influencing commitment and
compliance in task behavior to achieve these objectives, influencing group maintenance
and identification as well as influencing the culture of an organization.
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In addition, based on a study conducted by Loganatan a/l Yagambaram (2012)
also cited leadership definition from Roming (2001) as "A two way street, interaction
field, visionary goals, focused creativity, structured participation, proven knowledge, and
transferred authority." It is also found that leadership as an interpersonal interaction
process under certain situations that guides a group to move together towards a specified
goal.
Apart from that, a different view on leadership is found based on the definition
given by Bass (1990) defined leadership as a process of interaction among individuals
and groups that includes a structured or restructured situation, members’ expectations and
perceptions. Leadership can be explained as the ability of an individual to have power
that focuses on how to establish directions by adapting forces (Go et al., 1996). From an
organizational perspective, Schermerhorn (1999) believed that leading is a process used
to motivate and to influence others to work hard in order to realize and support
organizational goals, while Hersey et al. (2001) believed that leadership influences
individuals’ behavior based on both individuals’ and organizational goals. Robbins
(2001) defined leadership as the ability of an individual to influence the behavior of a
group to achieve organizational goals. It is possible to conclude from these discussions
that leadership is a group of phenomena, whereby leaders are distinctive from their
followers, and can influence individuals’ activities to achieve set goals in their
organizations.
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2.2 Definition of Leadership Styles
Dr. Mukhles Al- Ababneh cited leadership styles definition from Wood as a major
subject for researchers because it is still an attractive attribute about leadership among
academics and managers. As well, the attention to leadership styles has come for
subordinates since they like to work more effectively and productively when their
managers adopted a specific leadership style. A study conducted by Andreia ISPAS
(2012) through Hughes, et al (1999) and Mintzberg (1973) as written again by Clark H. et
al. (2009), many authors agreed that a leaders' style varies according to his or her
personality, environment, education, training, and personal philosophy. Hersey and
Blanchard (1993) stated through a study conducted by Haslina Che Ngah, et al (2013)
leadership style is defined as the pattern of behaviors that leaders display during their
work with and through others. Hence, Miller et al. (2002) view leadership style as the
pattern of interactions between leaders and subordinates. It includes controlling,
directing, indeed all techniques, and methods used by leaders to motivate subordinates to
follow their instructions.
According to Kavanaugh and Ninemeier (2001) stated through a study conducted
by Haslina, et al (2013) there are three factors that determine the type of leadership style:
leaders’ characteristics, subordinates’ characteristics and the organization environment.
More specifically, the personal background of leaders such as personality, knowledge,
values, and experiences shapes their feelings about appropriate leadership that determine
their specific leadership style; employees also have different personalities, backgrounds,
expectations and experiences, for example, employees who are more knowledgeable and
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experienced may work well under a democratic leadership style, while employees with
different experiences and expectations require an autocratic leadership style. Some
factors in the organization environment such as organizational climate, organization
values, composition of work group and type of work can also influence leadership style.
However, leaders can adapt their leadership style to the perceived preferences of their
subordinates (Wood, 1994). More specifically, power has been considered as the
potential of a process to influence people that stated by Hersey et al. (2001) and a part of
the influence process at the core of leadership (Northouse, 2004) as well as the rights that
allow individuals to take decisions about specific matters (Rollinson, 2005). Hence, the
leaders will be more effective when they know and understand the appropriate usage of
power (Hersey et al., 2001).
Based on a study conducted by Mukhles Al-Ababneh (2010) stated that leadership
styles can be classified according to the leaders' power and behaviour as autocratic,
democratic and laissez-faire, where styles are distinguished by the influence leaders have
on subordinates (Mullins, 1998; Rollinson, 2005). According to Aksyah Nasrah (2012)
stated that Gadot (2007) added these three categories create a hierarchical sequence of
leadership styles based on the degree of the movement that leader expresses in his actions
and according to the extent of its effectiveness. In sum, leadership style were monitored
in organization, differentiated by their ownership structure, activities and business
functions, where there are different hierarchical structures and where leadership roles are
defined differently (Mitrovic et. al, 2011).
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2.3 Definition of Autocratic Style
According Tandoh V. C. (2011) as stated in the research, the autocratic leadership
style that the manager retains most authority for himself and makes decision with the
mind that subordinates will implement it. The manager is not bothered about attitudes of
the subordinates toward a decision but they are rather concerned about getting the task
done. The manager tells the staff what to do and how to do it asserts themselves and
serves as an example for the subordinates. With the authoritarian style, the focus of
power is more with the manager and all interactions within group also move towards the
managers. Furthermore, the manager solely exercise decision making and authority for
determining policy, procedures for achieving goals, work tasks and relationships as well
as control of rewards or punishments (Mullins, 2002). However, this style would be most
appropriate in emergency situations and would normally be considered justified by the
group, that is, where the general climate of the group is supportive and mature.
Apart from that, a different view on autocratic leaders is insist on doing it all
themselves. They have all the power, make all the decisions, and do not often tell anyone
else about what they are doing. If you work for an autocratic leader, your job is usually to
do what you are told. An autocratic leader often maintains his authority by force,
intimidation, threats, reward and punishment, or position. Although he may or may not
have a clear vision, and may or may not be steering the organization in the right direction,
he is not concerned with whether anyone else agrees with what he is doing or not.
Besides, through a study conducted by Maj Earl Russell (2011) indicated that autocratic
leadership is the most extreme form of transactional leadership. Leaders have absolute
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control and do not allow subordinates to provide input. In some cases this type of
leadership can take the form of a dictatorship. Toxic leaders are prevalent with this style
leading to high staff turnover and limited organizational accomplishment. However, this
type of leadership can be effective when unskilled labor is used or in high stress
situations requiring immediate actions as long as the advantages outweigh the
disadvantages.
According to research that conducts by Howard, autocratic leadership allows
quick decision-making, and eliminates arguments over how and why things get done. At
the same time, however, it may reduce the likelihood of getting a range of different ideas
from different people, and can treat people badly, or as if they do not matter. If, as is
often true, the leader is concerned with his own power and status, he will be looking over
his shoulder, and moving to squelch any opposition to him or his ideas and decisions.
Innovation or the use of others' ideas is only permissible if it is part of the leader's plan.
Autocratic leaders often leave fear and mistrust in their wake. Others in the
organization tend to copy their protection of their position, and their distrust of others'
ideas and motives. Often, autocratically led organizations are not particularly supportive
of personal relationships, but much more keyed to chain of command. Everyone has
his/her own sphere, and protects it at all costs. Communication tends to go in only one
direction up as a result of which rumor can become the standard way of spreading news
in the organization. All too often, however, it can sacrifice initiative, new ideas and the
individual and group development of staff members for the predictability of a highly
structured, hierarchical environment where everyone knows exactly what he is supposed
to do, and follows orders without question.
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In addition, based on the study of leadership styles was undertaken by Kurt Lewin
and his colleagues stated that the autocratic leadership is usually seen as having four
characteristics which are 1) the leader makes all important decisions, 2) the leader is
primarily concerned with task accomplishment, not the happiness or satisfaction of
followers, 3) the leader maintains considerable social distance from followers, and 4) the
leader motivates followers by punishment rather than by rewards. Whereas, through a
study conducted by T.J.R. Thisera (2013) was found the autocratic leadership is
multifaceted and encompasses a diverse range of behaviors including assingning
followers to particular jobs, emphasizing deadlines, checking that followers observe rules
and regulations, setting deadlines, and pressuring followers to work hard that inspired by
Misumi (1985). Thus, an important aspect of autocratic leadership is pressure that is
pressuring followers to work hard and to maintain quality standards by sampling their
work, monitoring their performance as well as setting and emphasizing deadlines.
In organization perspectives, some organizations are characterized by autocratic
leadership such as military, organization those involve religious hierarchies, businesses
and others. Autocratic leadership seems to be most appropriate in cases in which
employees are new and untrained in their jobs. It works best with larger groups. It also
seems to be called for when detailed instructions or high-volume production are
necessary. It can be appropriate in situations where time is limited, employees challenge
has been mismanaged by a prior leader. Hence, the autocratic leadership is also useful
when work frequently must be coordinated with other divisions of the organization.
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2.4 Definition of Democratic Leadership
A study conducted by Maj Earl Russell (2011) claimed that democratic leadership
is exemplified by the leader encouraging subordinate participation to contribute to the
decision making process. This motivates subordinates to work harder as it gives them a
sense of belonging and ownership. But the leader for this type of leadership styles still
makes the final decisions and everyone gets involved in brainstorming and discussion.
These types of leadership more focuses on quality and not quantity or speed toward the
works or task those need to accomplish by the employees and organization. The key for
this type of leadership to work is communication between manager and employees. The
employees must be able to communicate their idea or opinions effectively so that the
leader fully understands their position if the leader is going to use the employee input to
help complete the task in organization. For instance, if the organization needs to make
democratic leadership effective the employees must have a working knowledge
concerning the intricacies of the organization. Thus, without this knowledge the
employees cannot to provide informative input or make relevant suggestions.
On the other hand, a democratic leader understands that there is no organization
without its people. He looks at his and others' positions in terms of responsibilities rather
than status, and often consults in decision-making. While he solicits, values, and takes
into account others' opinions, however, he sees the ultimate responsibility for decision-
making as his own. He accepts that authority also means the buck stops with him.
Although he sees the organization as a cooperative venture, he knows that he ultimately
28
has to face the consequences of his decisions alone. Democratic leadership invites the
participation of staff members and others, not only in decision-making, but in shaping the
organization's vision. It allows everyone to express opinions about how things should be
done, and where the organization should go. By bringing in everyone's ideas, it enriches
the organization's possibilities. But it still leaves the final decisions about what to do with
those ideas in the hands of a single person.
Apart from that, a different view on democratic leadership is found based on the
definition given by Mullins (2002) defined democratic leadership style as exhibited
where the focus of power is more towards the group as a whole and where there is greater
interaction within the group. The manager shares the leadership functions with members
of the group where he or she takes part as a team member. The manager would
characteristically lay the problem before the employees and invite discussion. Through a
study conducted by Tandoh V. C. (2011) stated that the manager's role is to be a
conference leader rather than that of decision taker. The manager allows the decision to
emerge out of the process of the group discussion instead of imposing it on the group as a
boss. The democratic leadership is appropriate only in instances where the nature of the
responsibility associated with the decision is such that group members are willing to
share with their manager or the manager is willing to accept responsibility for decision
which he or she has not made personally.
29
The democratic leadership is viewed as an important aspect of empowerment,
teamwork, and collaboration. It has been observed that an organization is more effective
when those who will be affected by the organization's decisions are fully involved in the
decision making process. Prerez, Milstein, Wood and Jacquez (1999) claimed that it is
believed that employee’s share a sense of responsibility for the organization when they
are allows participating actively in decision making. It is proven in Goleman et al. (2002)
are of the view of democratic leader is keeps staff morale high and therefore positive
climate prevails in the organization.
Nevertheless in the studies reviewed, it have different view on democratic
leadership is found based on a study conducted by Nadeen Bhatti and Ghulam Murtza
Maitlo et al. (2011) stated although the democratic leader will make the final decision, he
or she invites other members of the team to contribute the decision making process. This
not only increases job satisfaction by involving employees or tem members in what's
going on, but it also help to develop people's skills. Employees and team members feel in
control of their own destiny, such as the promotion they deserve and so are motivated to
work hard by more than just a financial reward. As participation takes time, this approach
can lead to things happening more slowly but often the end result is better. The approach
can be most suitable where teamwork is essential and quality is more important than
speed to market productivity.
30
2.5 Definition of Laissez-faire Leadership
A leader can take a number of different approaches to leading and managing an
organization. A leader's style of providing direction, implementing plans and motivating
people is the result of his or her philosophy, personality, training, and experience. For
example, if a leader has a laid-back personality, they may also lead with a laid-back style,
giving employees plenty of freedom. Laissez-faire leadership also known as delegate
leadership is a type of leadership style in which leaders are hands-off and allow group
members to make the decisions. Researchers have found that this is generally the
leadership style that leads to the lowest productivity among group members.
A study conducted by Nadeen Bhatti and Ghulam Murtza Maitlo et al. (2011)
claimed that the laissez-faire leadership style involves non interference policy, allows
complete freedom to all employees and has no particular way of attaining goals. This
leadership style also means that the leader provides the employees with guidance and
materials then lets the employees develop courses of action and eventually make the
decisions. The leader monitors work and answers question of employees. Those
experienced employees often aspire to be leaders therefore accept the responsibility.
Additionally, the laissez-faire leader is one who believes in freedom of choice for the
employees, leaving them alone so they can do as they want. Through the encyclopedia of
leadership stated by Ronald (2004) pointed that the basis for this style of leadership is
twofold. First, there is a strong belief that the employees know their jobs best so leave
them alone to do their jobs. Second, the leader may be in a political, election-based
position and may not want to exert power and control for fear of not being reelected.
31
According study conducted by Aksyah (2012) cited laissez-faire leadership
definition from Hamidifar (2009) as a free style sot of leadership style. There are several
characteristics such as no exchange relationship between leaders and followers, decision
made by the employees but the leaders not accountable for the decision, no information
shared, late action and authority useless. Whereas, laissez-faire leadership is just ordinary
style and it cannot come across the speed of quality standard and the stress of
improvement and effectiveness (Frischer, 2006). However, as stated in Frischer (2006)
also claimed that the leaders who hold this style are tending to hand over the task and
power, this action is not because to empower the followers, otherwise it is because to
escape from the responsibility. Furthermore, Frischer (2006) also has give more clear
about the characteristics of this leadership style which are, the leader tend to give the
team members a widely freedom in execution task, provide the team with resources,
avoiding from participating as well as no evaluative comments. Hence, this leadership
style is obviously are negative to the performance in terms of productivity, attitude of
change and encouragement of participation in organizing the organization.
Robbins (2007) defined the laissez-faire leadership is obviously shows the leader
tends to relinquish the responsibilities and escape from making decision to the
organization. Moreover, this leadership style set up the work standards and utters them in
one-way and top-down direction with minimal information, thus, there is also minimal
participation, communication, and resources provide to perform the job given (Ronald
2004). More explanation from Ronald (2004) about the laissez-faire where it is the
exchange of information about job, the policies, and procedures is occurring among the
employees. So, it will affect the organizational processes whereby the processes will be
32
out of direction that because of there is no clear direction and the leader just comes back
if there are crisis happen. In short, the laissez-faire is a free leadership style where no
teamwork among the team member and the leaders give a freedom to the team member to
decide whatever they want for the sake of the organization.
Different situations call for different leadership styles. In an emergency when
there is little time to converge on an agreement and where a designated authority has
significantly more experience or expertise than the rest of the team, an autocratic
leadership style may be most effective. For highly motivated and aligned team with a
homogeneous level of expertise, a more democratic or laissez-faire style may be more
effective. The style adopted should be the one that most effectively achieves the
objectives of the group while balancing the interests of its individual members.
2.6 Definition of Employee Performance
In the literature employees' individual performance was studied through
dimension such as "quality of performance" and "productivity." It is argued that effective
leadership has a positive influence on the performance of organizations (Maritz, 1995;
Bass, 1997; Charlton, 2000). Ultimately it is the performance of many individuals that
culminates in the performance of the organization, or in the achievement of
organizational goals. Effective leadership is instrumental in ensuring organizational
performance (Cummings and Schwab, 1973; Hellriegel, Jackson, Slocum, Staude, Amos,
Klopper, Louw and Oosthuizen, 2004).
33
As a result, many leadership theories have been proposed in the last fifty years
which are claimed to have influenced the overall effectiveness of the organizations where
they have been employed. In the competitive world business environment it is vital that
organizations employ leadership styles that enable organizations to survive in a dynamic
environment (Maritz, 1995; Bass, 1997). It is also proven by Karatepe et al. (2006) that
recommended the managers to find out which are the variables that can lead frontline
employees to a high performance. Some results of the studies showed that trait,
competitiveness, self-efficacy and effort are significant predictors of frontline employee
performance.
From the initiation of globalization, the foremost confront for manager is to
expertise different strategies to boost organization's performance that claimed by Habib,
Khurram & Idress (2010) in a study conducted by M. Umer Paracha, Adnan Qamar &
Anam Mirza et al. (2012). For the strength of an organization job satisfaction plays a vital
role which has significant effect on employee performance. And the word performance
used to pass on the individual aptitude to be inspired, stirring, pioneering and to
determinant to achieving the goals on the organization (Walumbwa & Hartnell, 2011). As
well, based on a study conducted by Andreia ISPAS (2012) cited employee performance
from Motowidlo & Van Scotter (1994) stated that the construct employee performance
has two dimensions. First one refers to task performance or technical job performance
and second dimension is about contextual performance or interpersonal job performance
(Yiing & Ahmeed, 2009).
34
In the study conducted by M. Umer Paracha, Adnan Qamar & Anam Mirza et al.
(2012) also found that the employee performance with extraverted leadership and gave
very interested results, employee performance are increased under the extraverted
leadership when employees are passive. And if employees are proactive, result will be
opposite (Grant, Gino & Hofmann, 2011). Furthermore, these researchers also have
studied employee's performance with variety of variables. As a result, these researchers
found that satisfied employees not only are the cause of increasing employee
performance but also they don't think to leave organization (Opren, 1986). Hence, the
organization also need arranging training secession for their employees in order to
enhance job satisfaction because organization know satisfied employees will give more
performance (Jones, Latreille & Sloane, 2004). However, Baird and Blair (2009) claimed
that the major involvement to give up any organization by satisfied employees, how
much they are satisfied the level of productivity will be high as much. Thus, Biswas
(2009) claimed that the organizational communication act in way to fastening workforce
by transmitting cultural norms from an organizational framework to an individual’s way
of life in the organization and by supporting style of manager also plays incredible role
for increasing employee's performance.
35
In many ways, the style of its leader defines an organization. If the organization is
to be faithful to its philosophy and mission, its leader's style must be consistent with
them. An autocratic leader in a democratic organization can create chaos. A leader
concerned only with the bottom line in an organization built on the importance of human
values may undermine the purpose of its work. For that reason, being conscious of both
your own style as a leader and those of others you hire as leaders can be crucial in
keeping your organization on the right track.
2.7 Relationship leadership and employee performance
Leadership style is an important determinant of employee job satisfaction. The
reactions of employees to their leaders will usually depend on the characteristics of the
employees as well as on the characteristics of the leaders (Wexley & Yukl 1984).
Employee performances influenced by the internal organization environment, which
includes organizational climate, leadership types and personnel relationships (Seashore
and Taber 1975).
The quality of the leader-employee relationship or the lack thereof has a great
influence on the employee’s self-esteem and job satisfaction (Chen & Spector 1991
Brockner 1988; De Cremer 2003). Employees are more satisfied with leaders who are
considerate or supportive than with those who are either indifferent or critical towards
subordinates (Yukl 1971). As Wilkinson &Wagner (1993) argued, it is stressful for
employees to work with a leader who has a hostile behavior and is unsupportive. If
subordinates are not capable of figuring out how to perform the work by themselves they
36
will prefer a leader who will provide adequate guidance and instructions (Wexley & Yukl
1984). Negative leader-employee relations reduce productivity and increase absenteeism
and the turnover to the organization can be quite high (Keashly, Trott, & MacLean 1994;
Ribelin2003).It is argued that effective leadership has a positive influence on the
performance of employees in the organization (Maritz, 1995; Bass, 1997; Charlton,
2000). Ultimately it is the performance of many individuals that culminates in the
performance of the organization, or in the achievement of organizational goals. Effective
leadership is instrumental in ensuring organizational performance (Cummings and
Schwab, 1973 Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw and
Oosthuizen, 2004).
As a result, many leadership theories have been proposed in the last fifty years
which are claimed to have influenced the overall effectiveness of the organizations where
they have been employed. In the competitive world business environment it is vital that
organizations employ leadership styles that enable organizations to survive in a dynamic
environment (Maritz, 1995; Bass, 1997).
Furthermore, it is generally accepted that the performance of any group of people
is largely dependent on the quality of its leadership. Effective leadership behavior 4
facilitates the attainment of the subordinate’s desires, which then results in effective
performance (Maritz, 1995; Ristow, et al., 1999). Hellriegel and Slocum (1996:445)
define leadership as “influencing others to act toward the attainment of a goal”. Rutter
(1995:27) adds that leadership “involves moving people in a direction that is in their long
term interests.”
37
A definition by Bass (1997) that encompasses the majority of different
definitions surrounding the construct of leadership states that “leadership has been
conceived as the focus of group processes, as a matter of personality, as a matter of
inducing compliance, as the exercise of influence, as particular behaviors, as a form of
persuasion, as a power relation, as an instrument to achieve goals, as an effect of
interaction, as a differentiated role, as an initiation of structure, and as many
combinations of this definition”. Leadership has been altered over time, with the change
in employee requirements resulting in a demand for change in the relationship between a
leader and his subordinates.
38
CHAPTER 3
METHODOLOGY
This chapter gives detail descriptions of the steps to be taken in carrying out the
research project. In this section, the researcher will determine Research Design, Sampling
Frame, Population, Sampling Technique, Sample Size, Unit of Analysis, Data collection
Methods, Data Collection Procedures, Instrument, Validity of Instrument and Plan for
Data Analysis.
3.1 Research Design
A research design is to design the study in such a way that the requisite data can
be gathered and analyzed to arrive at a solution. The research design chooses for this
study is descriptive study. According to (Salkind, 2009) descriptive research focuses on
events that occur in the present. The descriptive study also is undertaken in order to
ascertain and able to describe the characteristics of the variables of interest in a situation
(Sekaran 2010). This study focuses to the relationship between leadership styles and
employees’ performance in the organization.
This study is conducted in natural environment of the organization with the
minimal interference. For the reasons, the researcher has not interfered with the normal
activities in the office (Sekaran, 2010). The study setting for this research is field study
that means the research can be done on the natural environment where the work proceeds
39
normally. Through Sekaran (2010) stated that research is done in a non contrived setting
with no inference with the normal work routine. Additionally, Sekaran (2010) state that
time horizon aspects can be divided into two which are cross-sectional and longitudinal
studies. Cross-sectional refers to the study which can be done in which data are gathered
just once, perhaps over period of days and weeks or months in order to answer the
research question. While longitudinal studies refer to the study that is done more than one
point of time. For this research, the researcher use cross-sectional studies because the
questionnaire will distribute only once in whole period of the research.
3.2 Sampling Frame
According to Sekaran (2010), sampling frame refer to the listing of elements in
the population from which the sample is drawn. The sampling frame for this research was
taken from employees who work Radio and Television Malaysia, Angkasapuri at Ehwal
Semasa Section from grade B44, B42, B41, B32, B28, B27, B22, B17, and N11. The
total of population information will be provided by Administration clerk in Ehwal
Semasa Section.
3.3 Population
Population refers to the entire group of people, events or things of interest
researcher wishes to investigate (Sekaran, 2010). The population for this study referred to
the total number of the staff employed in Radio and Television Malaysia (RTM) at Ehwal
Semasa Section. Based on the information obtained, it was found that total numbers of
employees who are currently working at Ehwal Semasa Section are 113 people.
40
A total of 113 of them are divided into 3 categories which are permanent staff, contract
staff, and piecemeal staff. The table below shows that the category and quantity of staff
in Ehwal Semasa Section:
BIL CATEGORY STAFF QUANTITY
1. Permanent Staff 55
2. Contract Staff 42
3. Piecemeal Staff 16
Table 3.0: The category and the quantity of staff in Ehwal Semasa Section
3.4 Sampling Technique
The sampling technique used in this study was probability sampling that is
stratified random sampling. This sampling technique was selected because the respondent
of this research were consists of 86 RTM employees that were chosen from Current
Affair Department in Radio Television Malaysia (RTM). The researcher distributes the
instruments (questionnaire) among staff at Radio and Television Malaysia (RTM)
conveniently without biases.
3.5 Sample size
According to (Salkind, 2009) a sample size should be big enough to help answers
the research question accurately, but not so big that the process of sampling becomes
uneconomical and inefficiently. Moreover, according (Salkind, 2009) keep in mind that
30 is the general magic number how many participants should be in each group.
41
Therefore, in this study the researcher will select about 86 out of 113 respondents to
participate in this study from the population of employee. The respondent selected
randomly and without biases. It includes employees from staff that is in different
position, age, and gender.
3.6 Unit of Analysis
The study is based on the individual as unit of analysis where by the data will be
collected from each individual staff member employed in selected departments that is
Ehwal Semasa Section in Radio and Television Malaysia (RTM), Angkasapuri, Kuala
Lumpur.
3.7 Data Collection Method
For this research, the researcher will be collected and will be used both primary
and secondary data in order to ensure the purpose of this study will be achieved.
i. Primary data
The primary data refer to information obtained first-hand by the researcher
on the variables of interest for the specific purpose of the study (Sekaran,
2010). For this research, the researcher had used one of the primary data
methods to collect data which is questionnaire. The questionnaire will be
distributed to 86 respondents in Ehwal Semasa Section, Radio and
Television Malaysia (RTM). The questionnaire were distributed and
collected by hand from the respondent. The feedback gains from the
42
respondents were used to determine the relationship between the
independent variables and the dependent variable.
ii. Secondary data
According Sekaran (2010) state that the secondary data refer to
information gathered from sources that already exist. The secondary data
can be internal and external to the organization and accessed through the
Internet or perusal of recorded or published information. The secondary
data in obtaining data sources can be collected with quickly and it
inexpensive. This study used the secondary data in obtaining the
information through journals and articles to identify the findings done by
many researchers regarding the leadership styles and employee
performance. For instance, the researcher will be accessed via online
database in Uitm library such as Emerald and Ebscohost as well as using
Google Scholar.
As well, the organization website (www.rtm.gov.my) also will be
used as the secondary data in obtaining the overall information about
background of the organization. The demographic background of the
employees provided by Administration Clerk in this department also
included as secondary data. Last but not least, the project research done by
the senior in faculty as the references to the researcher also indicated as
secondary data that it can be guide the researcher in making the good
written thesis.
43
3.8 Data Collection Procedures
In this study, the data was collected by distributing a set of questionnaire. The
questionnaires were personally sent to the respondents by the researcher. Designed in two
major sections, the questionnaires nominate respondents (employees) to give their
personal details, job information and they are also required to response to all the
questions derived from the questionnaires. A cover letter was attached to explain the
objective of the research. Follow up was made in order to ensure that the respondent’s
answer the questionnaires correctly. The questionnaires then were collected within one
week.
3.9 Instrument
In this study, the instruments used for data collection purpose is by using a
questionnaires. These questionnaires consist of three major sections or categories. Section
A was about the Personal Particular of Respondent or demographic background. For
instance were gender, age, race/ethnic, highest education and position and working
experience. Meanwhile in section B, it focuses on type of leadership that practice in their
department. But in this section will be divided into three elements which are autocratic
leadership, democratic leadership and laissez-faire leadership. In section C, the questions
were concentrated on employee’s performance and employees feel about the
organization.
44
3.10 Validity of Instrument
The face and content validity of the questionnaire was established by referring to
panel of expert from Faculty of Business Management, UiTM Puncak Alam which is
Encik Abu Hassan Ibrahim, who has knowledge in the related field of study. Feedback
from these experts was used to make necessary changes to the questions before sending it
out to the respondents. Meanwhile, the face validity was used to check errors and
ambiguity.
3.11 Data Analysis
After the questionnaires were collected from respondents, all data were analyzed
using the descriptive statistic which includes percentages, frequencies, mean, mode, and
median.
The data collection will be measure by correlation. It will indicate the direction,
strength, and significance of the relationship among all the variables. The data will be
collect based on demographical aspect (age, gender, etc.) and geographical aspect.
Besides that, an interval scale allows to perform certain arithmetical operations on
the data collected from the respondents by using Likert scale. A five-point Likert scale
was used, anchored by research 1 (strongly disagree); 2 (disagree); 3 (neutral); 4 (agree);
and 5 (strongly disagree). The data collection will be recorded in SPSS system. The
results were supported with graphs and illustration.
45
3.12 Summary
As a conclusion, methodology consists of method that using by the researcher in
order to collect and obtain the information that needed to complete the research. This
chapter has explained the methodology that the researcher used which are research
designs, sampling frame, population, sampling technique, sample size, unit of analysis,
data collection methods, data collection procedures, instrument, and data analysis. This
study using questionnaire in order to obtain the information and then the data will analyze
by using SPSS system.
46
CHAPTER 4
RESULT AND FINDINGS
4.0 Introduction
The chapter highlights the analysis of findings obtained through data collected
from respondents. Thus, the elements that will be discussed in the chapter are obtained
from data of the survey return on analysis of question related to the study. The elements
are covering the analysis of demographic background, leadership styles and employees
performance. The distribution of questionnaire sent out by hand. The total questionnaires
sent were 100 and 86 questionnaires were return.
4.1 Rate of Survey Returned
The percentage of survey rate is 86%. The questionnaires were personally
distributed to 100 of employees and get return 86 from the respondent at Department of
Current Affair (Seksyen Ehwal Semasa). The percentage of respondents was taken from
the administration employees, finance employees, producers, and assistant producers
from this department.
47
4.2 Reliability Test
Coefficient alpha is also known Croncbach's Alpha which is also often being used
to measure reliability. Reliability is the degree to measure any error that leads to
consistency of the result of the research.
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha
Based on
Standardized Items
N of Items
.967 .967 28
Table 4.0 Reliability Statistics for Leadership Styles and Employee Performance
Based on table 4.0, the reliability statistic for Leadership Styles and Employee
Performance shows a rate of 0.967 which is more than 0600. This indicates the ranking is
considered as excellent.
Items Cronbach's Alpha N of Items
Autocratic .890 5
Democratic .928 5
Laissez-Faire .879 5
Employee Performance .938 13
Table 4.1 Reliability Statistics for All Variables
48
Based on table 4.1, it shows all the reliability of statistics of Leadership Styles and
Employee Performance as follows:
The reliability statistic for Autocratic leadership styles is 0.890. Hence, it can be
concluded that reliability statistic for Autocratic leadership styles is very good.
The reliability statistic for Democratic leadership styles is 0.928. Hence, it can be
concluded that reliability statistic for Autocratic leadership styles is excellent.
The reliability statistic for Laissez-Faire leadership styles is 0.870. Hence, it can
be concluded that reliability statistic for Autocratic leadership styles is very good.
The reliability statistic for Employee Performance is 0.938. Hence, it can be
concluded that reliability statistic for Autocratic leadership styles is excellent.
49
4.2 Section A: Demographic Background
4.2.1 Gender
This section used to determine the respondent’s background information such as
gender, age, education background, and length of working experience. The finding as
table 4.3 shows that the breakdown of respondents according to gender where a majority
with 54.7% (n=47) of the respondents were female while 45.3% (n=39) were male.
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 39 45.3 45.3 45.3
Female 47 54.7 54.7 100.0
Total 86 100.0 100.0
Table 4.3 Gender of respondent
Figure 4.0 Gender of respondent
50
4.2.2 Age of Respondents
The finding as Table 4.4 shows that, age group from 25-35 years old is recorded
the higher percentage that is 51.2% (n=44). Followed by the age group from 36-45 years
old with 16.3% (n=14). After that, it is followed by the age of group from below 25 years
old with the percentage of 15.1% (n=13). Then, it is followed by the age group from
more than 55 years old with the percentage 10.5% (n=9). The last and also the lowest
percentage is group from 46-50 years old with percentage of 7.0% (n=6).
Age
Frequency Percent Valid Percent Cumulative
Percent
Valid
below 25 years 13 15.1 15.1 15.1
25-35 years 44 51.2 51.2 66.3
36-45 years 14 16.3 16.3 82.6
46-50 years 6 7.0 7.0 89.5
more than 55 years 9 10.5 10.5 100.0
Total 86 100.0 100.0
Table 4.4 Age of respondent
Figure 4.1 Age of respondent
51
4.2.3 Occupational Status
The findings as Table 4.5 shows that occupation status with the highest
percentages is from group permanent, 78.7% (n=48). The second one is contract with
percentage of 14.8% (n=9) and the lowest percentage is from group temporary with 6.6% (n=4).
OccupationalStatus
Frequency Percent Valid Percent Cumulative
Percent
Valid
Permanent 47 54.7 54.7 54.7
Contract 29 33.7 33.7 88.4
Temporary 10 11.6 11.6 100.0
Total 86 100.0 100.0
Table 4.5 Occupational Status
Figure 4.2 Occupational Status
4.2.4 Education Level
52
The findings shows the education level among respondents at Radio Television
Malaysia (RTM) with the highest group from bachelor group with percentage of 51.2%
(n=44). Followed by diploma group with percentages 23.3% (n=20). After that followed
by others group with percentages 9.3% (n=8). Next is group STPM and Masters with
percentage 7.0% (n=6) and the lowest group is PhD with percentages 2.3% (n=2).
EducationLevel
Frequency Percent Valid Percent Cumulative
Percent
Valid
PhD 2 2.3 2.3 2.3
Masters 6 7.0 7.0 9.3
Bachelor 44 51.2 51.2 60.5
Diploma 20 23.3 23.3 83.7
STPM 6 7.0 7.0 90.7
Others 8 9.3 9.3 100.0
Total 86 100.0 100.0
Table 4.6 Educational Level
Figure 4.3 Educational Level
4.2.5 Professional Level
53
The percentages as Table 4.7 shows which category describe respondent’s
professional level. The highest group is middle management with percentages of 72.1%
(n=62). Followed by lower management with percentages 18.6% (n=16). The lowest
group is top management with percentages 9.3% (n=8).
ProfessionalLevel
Frequency Percent Valid Percent Cumulative
Percent
Valid
Top management level 8 9.3 9.3 9.3
Middle management level 62 72.1 72.1 81.4
Lower management level 16 18.6 18.6 100.0
Total 86 100.0 100.0
Table 4.7 Professional Level
Figure 4.4 Professional Level
4.2.6 Years Worked In Your Current Organization
54
The findings as Table 4.8 shows the percentages of years worked in the
organization with the highest percentages is from group more than 5 years, 59.3% (n=51).
After that followed by 2-5 years with percentage of 25.6% (n=22). Then, the lowest
group is less than 2 year with percentage 15.1% (n=13).
YearsWorked
Frequency Percent Valid Percent Cumulative
Percent
Valid
Less than 2 years 13 15.1 15.1 15.1
2-5 years 22 25.6 25.6 40.7
More than 5 years 51 59.3 59.3 100.0
Total 86 100.0 100.0
Table 4.8 Years Worked
Figure 4.5 Years Worked
4.3 Section B: Leadership Styles
55
This section in the questionnaire is to identify the implementation of leadership
styles at Radio Television Malaysia (RTM). Three types of leadership styles were study
in this research which is Autocratic leadership style, Democratic leadership style and
Laissez-Faire leadership style. The respondents were required to rate their level of
agreement or disagreement toward leadership styles according to Likert Scale where:-
1= Strongly disagree
2= Disagree
3= Uncertainty
4= Agree
5= Strongly Agree
Research Question 1 :
What type of leadership style practice in Radio and Television Malaysia (RTM)?
56
There were three leadership styles that have been tested to the respondent in the
questionnaires given to them by researcher. The independent variables of leadership
styles which Autocratic Leadership Style, Democratic Leadership Style and Laissez-faire
Leadership Style. In this study, the researcher used mean and standard deviation to
identify which leadership styles that practice among employees at Radio Television
Malaysia (RTM). According to Salkind (2009), mean is the sum of set score divided by
the number of scores. By using mean, the researcher can identify which of leadership
styles is highest score among the respondents degree for the leadership styles. Through
the study also states that standard deviation is the average amount that each of the
individual’s scores varies from the mean of the set of score.
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
AUTOCRATIC 86 1.00 5.00 3.7349 .82287
DEMOCRATIC 86 1.00 5.00 3.7698 .94384
LAISSEZ_FAIRE 86 1.00 5.00 3.6442 .74984
Valid N (listwise) 86
Table 4.9 Descriptive Statistic of Leadership Styles
From the table showed that the respondents agree that organization practiced a
Democratic leadership style which leads their employees where the mean for this tested
question is 3.7698 and the standard deviation is .94384. Whereby, mean of Autocratic
leadership styles placed of mean 3.7349 and the standard deviation .82287. The mean for
Laissez-faire leadership styles was 3.6442 and the standard deviation is .74984.
Descriptive Statistic for Democratic Leadership Styles
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Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
My supervisor believes that commitment
from employees is essential86 1.00 5.00 4.1860 .83330
My supervisor always is a role model to
the employees86 1.00 5.00 3.7093 1.14652
My supervisor allows participation in
decision making and problem solving86 1.00 5.00 3.7791 .98699
My supervisor plays his or her roles
effectively86 1.00 5.00 3.6860 1.08749
My supervisor always informed me about
everything86 1.00 5.00 3.4884 1.13494
Valid N (listwise) 86
Table 4.10
Based on the Table 4.10, it was found that the highest rate Democratic Leadership
Styles is on the question of “my supervisor believes that commitment from employees is
essential” where the mean is 4.186 while the standard deviation is .83330. Whereby, the
respondent’s rate the lowest degree Democratic Leadership Styles on the question “my
supervisor always informed me about everything” with the mean 3.4884 and the
standard deviation 1.13494. It can be concluded that most of the respondents agree that
Democratic Leadership Styles is the types of leadership that implement among
employees and affect the employee performance.
Research Question 2 :
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What is relationship between leadership style and employees performance at Radio
and Television Malaysia (RTM)?
This section discussed regarding the relationship between leadership styles and
employee performance among employees at Radio Television (RTM). The research used
the Pearson correlation to test the relationship between leadership styles and employees
performance. Therefore, the result is as at Table 4.11 showed below.
Interpretation for Correlation Coefficient (Cohen, 1988)
Correlation Range Description
.8 -1.0 Very Strong
.6 - .8 Strong
.4 - .6 Moderate
.2 - .40 Weak
.0 - .20 Very Weak
Table 4.11 Correlation Coefficient
Correlation of leadership styles and employee performance (n=86)
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Correlations
Total_IV Total_DV
Total_IV
Pearson Correlation 1 .823**
Sig. (2-tailed) .000
N 86 86
Total_DV
Pearson Correlation .823** 1
Sig. (2-tailed) .000
N 86 86
**. Correlation is significant at the 0.01 level (2-tailed).
Table 4.12 Correlation between Leadership Styles and Employee Performance
Based on the finding, it shows there is relationship leadership styles and employee
performance. Table 4.12 shows the total score for correlation between leadership styles
and employee performance with r =0.823, p > 0.05 and n = 86. According to (Cohen,
1988) there is a very strong relationship between leadership styles and employee
performance.
Research Question 3 :
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Are Radio Television Malaysia (RTM) employees satisfied with their leadership
style?
Descriptive Statistics
N Mean Std. Deviation
I feel like I am a part of the company? 86 4.0233 .83984
I have the tools and resources to do my job well 86 3.8721 .85125
On my job, I have clearly defined quality goals 86 4.0000 .73565
I am sure my superior / supervisor will treat me fairy if
I hear all his / her directions86 3.8488 .98837
My supervisor’s manager visibly demonstrates a
commitment to quality86 3.8372 .82406
How satisfied are you with your involvement in
decisions that affect your work?86 3.7907 .88273
How satisfied are you with the information you receive
from management on what’s going on in the
organization?
86 3.6047 .97352
How satisfied are you with your opportunity to get a
better job in this organization86 3.5000 1.07101
Considering everything, how satisfied are you with
your job?86 4.0349 .75845
There is good communication from managers to
employees in the organization86 3.6279 1.04089
I feel encourage to come up with new and better ways
of doing things86 3.8605 .84244
I am thinking about changing to another organization /
department86 3.7442 .85662
I want to stay with my organization / department 86 3.7907 1.01884
Valid N (listwise) 86
Table 4.13 Descriptive Statistics of Employee Performance
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Considering everything, how satisfied are you with your job?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Disagree 2 2.3 2.3 2.3
Disagree 1 1.2 1.2 3.5
Uncertainty 8 9.3 9.3 12.8
Agree 56 65.1 65.1 77.9
Strongly Agree 19 22.1 22.1 100.0
Total 86 100.0 100.0
Table 4.14 Frequency for Employee Performance
Table 4.14 shows that employees satisfied with leadership style practice at Radio
Television Malaysia with M=4.03, SD=.758 respondents answered "Considering
everything, how satisfied are you with your job?". From table 4.11, 65.1% respondent
answered agree, 22.1% strongly agree, 9.3% uncertainty, 2.3% strongly disagree and
1.2% disagree. This is a positive that employees at Radio Television Malaysia can accept
their leadership style. It can be conclude that most of the respondents agree and satisfied
with leadership styles.
CHAPTER 5
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CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
This chapter describes the conclusion and recommendations of the study
conducted by the researchers that focuses on findings gathered along this study. The
conclusion includes the analysis of demographic background of the respondents in which
employees from Radio Television Malaysia (RTM), leadership styles used by leaders
among them and it effect on their employees performance. Other than that, this chapter
also highlights on recommendation that can be considered in order to help employees
increase their motivation that may result in good work performance that align with
organization’s goal and objectives.
5.1 Conclusion
63
Based on the findings of the research, it can be concluded that the reliability of the
questionnaires has been tested by using the Cronbach's Alpha Coefficient Size. The
questions are divided into 4 different sections which are Autocratic Leadership Styles,
Democratic Leadership Styles, Laissez-faire Leadership Styles and Employee
Performance. The three sections are the independent variable and another one section is
dependent variable. Each section scores between a range of very good and excellent. The
overall reliability of questionnaires is excellent.
The researcher found that the majority of respondents of the study are female
respondent (47%). Most of the respondents were ages between 25 years old to 35 years
old (51.2%) and highest groups in occupations status is permanent (78.7%). Education
completed process by respondent was bachelor (51.2%). The category describe of
professional level is highest from respondents in middle management group (72.1%) and
the longest respondents years working experiences hold were more than 5 years (59.3%).
From the findings in Chapter 4, researcher found that Democratic Leadership Style
influence employees job performance among employees at Radio Television Malaysia.
This result shows that Democratic leadership style is becoming a favor among employees
due to it characteristics such as leaders show their participation approach to subordinates,
they focus on subordinates needs, listen to subordinates when they have a opinion or
problem, and tend to treat their subordinates as an individual rather than just
subordinates. These characteristic were seen very close to employees and make them feel
very warm when they deal with their leader and how it may increase their job
performance. (Yukl, O’Donnell and Taber, 2008)
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In addition, for the second research question the result found that there is a
significant relationship between different leadership style and employees performance
among employees at Radio Television Malaysia (RTM). It also shows that different
leadership style used had gave different level of performance and this also depend on a
person perception towards their environment including their demographic background as
well as their working environment. Sometime people perceive autocratic leadership is
good in order to help them build their internal strength but some people think it too strict
and nor a good leadership style. This is because different people have different perception
and expectation towards certain situation. According to Hartman (1999), different
behavior pattern or traits will be effective in different situations and that the same pattern
is not optimal in all situations.
Based on the result, the third research question shows that employee satisfied with
democratic leadership styles that apply at Radio Television Malaysia (RTM). According
the result, with M=4.03, SD=.758 respondents answered "Considering everything, how
satisfied are you with your job?". It is important organization have a good environment
such as leadership style to make employees feels needed and this will help on their
performance in the organization.
Overall, from the result in the finding, the research question is answered and the
objectives for this study are achieved. However, the results for the independent variable
which are Autocratic, Democratic and Laissez-faire style have small differences.
5.2 Recommendation
65
This study has been conducted on the relationship between leadership style and
employees performance at Radio Television Malaysia. Based on the findings, most of the
respondents agreed that there are significant relationships between leadership style and
employees performance.
Based on the results of the study, several recommendations and suggestion were
made to ensure that organization can improve their leadership skill effectively and
efficiently. Some of the recommendations are:-
1. Developing leadership skills
To develop the leadership capabilities, the organization’s leader can gain
the knowledge from various ways. Example of organization can develop
leadership skills such as, attending training or seminar on developing of
leadership skills, communication skills and team work skills. According to Martin
(2007), the leader need to achieve bottom-line results, but must do collaboration,
teamwork and innovation. To create an environment that facilitate the new skill
set for leaders, an organization must change its system and the way it operates to
allow people collaborate and work interdependently.
From the researcher opinion, the researcher would like to recommend the
organization to train their staff for leadership’s skills which they can lead their
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subordinate effectively. In order to increase their knowledge about leadership the
researcher would like to recommend the organization a training or workshop
about the leadership.
2. Treat employees as important assets
Woodruffe (2006) stated that most of the organizations rarely miss an
opportunity to remind the audiences (and themselves) that their people are the
most precious assets. Through the study, he also mentioned that organization
should treat every member of their staff as an individual. He further added,
employees like to feel that there is someone available to whom they can turn for
advice if they need it.
From the researcher review, the employees must be treated with manner
and mostly being respected, paying them fairly and affording them opportunity
for career advancement, gives them the motivation by encouraging their hidden
best potential skill for development. Other than that, the organization should treat
their employees fairly and without biases, it can create dissatisfaction toward
other employees.
3. Empowerment
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The organization should introduce a participative management in their
organization in which the employees are given change or opportunity to share
management responsibilities, including the decision making. Feeling trusted is a
gratifying feeling because it makes one feel useful as part of the team (Woodruffe,
2006). From the researcher opinion, when employees are given chance and
opportunity to make their own decision, it could establish and implement their
work goals. Thus, it will help employees to implement their tasks without any
boundaries that could limit their creativity, common sense and motivation.
Moreover, a leader should believe that the more employees knows about what is
right in their part of the organization, the more it will give the employees
confidence to make the right decision and increase their level of satisfaction.
Recommendations for Future Researcher
68
The findings of the study are needed for the future researches. There are
few recommendations for future research. Some of the recommendations are:-
1. As for future research, more research should be conducted in the study of
leadership styles in other organization in this area of study, regardless of its sector
either public sector or private sector. This is to ensure the research is not only
focused on particular industry or sector, but it can be implemented and carried out
to various industries.
2. It is recommended that further studies be conducted with larger sample size to
determine the accuracy of findings. The research should be conducted to a large
population, so that the result will be more accurate. This will help unit know their
leadership styles that lead to the employees’ performance. Thus, there can
implement the most appropriate leadership style toward their organization.
3. Besides that, the method of collecting data should not be limited by using
questionnaire itself. But it is recommended that an interview session should be
conducted with the employers and employees.
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