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The aim of this study is to indentify the relationship between power style, personality dimension and Leadership style. The sample of this study consists of 300 respondents from six selected company and were chosen by using simple random sampling. Quantitative method was used in this study and the data was collected by using questionnaire which con...
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... power is based on the perception of subordinates that a superior can reward them for desired behaviour. According to Burns (1978), both transfor- mational and transactional leadership will use reward to motivate employees to perform their task. This type of power has positive correlation with transactional leadership. Legitimate power is based on the belief of the subordinates that a superior has the right to prescribe and control their behaviour. Legitimate power is induced by norms or values of a group that individuals accept by virtue of their socialization in the group. The leaders will influence the follower using this power when the followers don"t want to comply with leaders" policy. For example, the leaders have the right to take legal action if the employees still repeat the same mistake such come late to work or the doesn"t not perform their task. Accordingly, Atwater and Yammarino (1996: 3-22) stated that transfor- mational leadership has positive correlation with this type of power. So, it shows that there is a relationship between personal power and transformational leadership, and between positional power and transactional leader- ship ( Howell and Avolio, 1993). According to Azizi et al. (2007), the theoretical frame- work is the foundation on which the entire research project is based. It is a logically developed, described and elaborated network of associations among the variables deemed relevant to the problem situation and identified through such processes as interviews, observations and literature survey. In sum, the theoretical framework discusses the interrelationships among the variables that are deemed o be integral to the dynamics of the situation being investigated. A variable is anything that can take on differing or varying values. The values can differ at va- rious times for the same object or person, or at the same time for different objects or persons. Dependent variable is the variables of primary interest to researcher and independent variable is one that influences the depen- dent variable in either a positive or negative way (Hough, 1992). The researcher has developed a theoretical framework to measure factor that will influence leadership style (Figure 2). Azizi et al. (2007) stated that population refers to the entire group of people, event, or things of interest that the researcher wishes to investigate. The population size in the area studied is 1500. The target population is the manager in the company and the profess- sional group. The range of age is from 20 to 45 years and ...
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Citations
... The key measures of leadership competence include goal framing, capacity building, defusing resistance and conflict, and institutionalizing [3]. Also, emotional intelligence can be measured to forecast the effectiveness of leadership [4][5][6][7]. ...
Leaders who lack leadership energy may struggle to demonstrate sustained competence and achieve effectiveness in difficult leadership situations. This research investigates the sources of leadership energy and examines the impact of leadership energy on the development and sustainability of leadership effectiveness and competence. This study employed a hypothetico-deductive research design, wherein the formulated hypotheses were tested through structural equation modelling (SEM). Data were collected using a questionnaire survey. A total of 272 responses were received from leaders of various industries, indicating a response rate of 66%. The findings of this study indicate that a leader’s capacity to respond to various situations, comprehend the importance of being directive, prioritize the development of positive attitudes and supportiveness, and recognize the significance of achievement are all factors that contribute to the internal mechanisms necessary for the leader’s manifestation of leadership energy. The study additionally discovered that leaders’ skills, qualities, and abilities are derived and maintained through their internal capacity and personal resilience emanating from their leadership energy. The hypotheses that were validated suggest a direct causal relationship, indicating that leadership motivation, leadership personality, and leadership orientation are significant factors in the generation of leadership energy. This study’s conclusions suggest that to sustain leadership competence and effectiveness, leaders must cultivate a culture that prioritizes both effectiveness and competence. The findings also imply that individuals must establish precise developmental objectives, as well as exhibit cognizance of and the acquisition of leadership expertise, knowledge and approaches. Thus, the need to reevaluate the competency-based approach to leadership is overwhelming. This study introduces the concept of leadership energy as a catalyst for perpetuating leadership effectiveness and competence. The study claims that the energy emanating from the intricate interplay of leaders’ orientation, experience, development, personality, and motivation engenders and perpetuates their efficacy and aptitude.
... Effective global leaders must continually perform with an open mindset in a complex and diverse environment. A significant leadership role aims to lead while fostering a changing culture, thus inspiring organizational transformation and effectiveness (Altemeyer, 1988;Bass, 1999;Yahaya, 2011). Recognizing the ways that culture impacts leadership can promote critical self-awareness, making a leader more resilient and committed. ...
Background: Adaptability is a requisite and indispensable trait for future global leaders. Remaining adaptable through times of change is a mechanism through which leaders can be best prepared to navigate evolving environments and ever-changing circumstances. Objectives: The authors aim to explore the relationships between global leadership mindset and adaptability by applying servant leadership and cultural humility perspectives. Approach: Leadership theories and approaches to leadership and adaptability will be discussed relative to leadership traits, skills, and knowledge and their potential relation to the degree of leadership adaptability. A global leader with cultural humility develops cultural awareness and tends to interact and adapt effectively with people of different cultures. By combining servant leadership and cultural humility, mindsets will enhance the development of global leadership adaptability. Being adaptable as a leader allows for creativity and innovation while navigating cultural disparities. Conclusion: Global leaders must be resilient, relevant, and vigilant. They must be prepared to address crises while simultaneously fostering stability and progress for the survival of humanity. Their transformative actions should inspire effective change. The proposed conceptual framework integrates servant leadership and cultural humility perspectives and fosters a global leadership mindset. This mindset enhances leadership adaptability to address contemporary challenges.
... Also, neuroticism is positively related to coercive and negatively related to expert power (Karkoulian et al., 2009). On the other hand, openness to experience, agreeableness and consciousness is found to be positively correlated with expert and charismatic, neuroticism is related to expert and extraversion to reward power (Yahaya et al., 2011). Moreover, consciousness is found to be negatively correlated with legitimate, reward and coercive power as well. ...
Purposes of this study are to examine the effects of Dark Triad (narcissism, Machiavellianism and psychopathy) on motivation to achieve power and motivation to achieve power on Social Value Orientation. Data is collected white collar employees of the companies operating in Turkiye with an online survey using convenience method for sampling. To measure research variables, Dirty Dozen Dark Triad Inventory, Motivation to Achieve Power Inventory and 9-item Triple Dominance Measure is used. CFA is performed to confirm the scales and examine their factor structures. The goodness of fit indices indicated an acceptable model fit. Path analysis is performed to examine the hypothesized structural model for effects of dark triad on motivation to achieve power. Results indicated narcissism has a significant and positive effect, Machiavellianism has a significant and negative effect on motivation to achieve power. On the other hand, psychopathy is found to have an insignificant effect on motivation to achieve power. Logistic regression analysis is conducted to examine if motivation to achieve power effect likelihood of occurring different types of social value orientation. Results suggested otherwise. The implications of the results are discussed and future research areas are suggested.
... Namun, suatu keputusan itu sendiri tidak mengubah apa-apa. Setelah keputusan dibuat, organisasi berhadapan dengan masalah implementasi, yaitu bagaimana melakukan hal-hal dengan tepat baik dalam hal waktu dan efektif (Yahaya et al., 2011). ...
... Dengan menggunakan teori-teori kepribadian untuk mengetahui hubungannya dengan kepemimpinan, berbagai penelitian menemukan adanya hubungan antara tipe atau trait kepribadaian tertentu dengan kepemimpinan. Misalnya menggunakan FFM, trait agreeableness, conscientiousness dan openness to experience diketahui memiliki korelasi positif dengan gaya kepemimpinan transformasional (Yahaya et al., 2011). Dalam penelitian Simić et al. (2022), diketahui bahwa gaya kepemimpinan transformasional berkorelasi dengan trait ekstroversi secara positif serta neurotisisme secara negatif. ...
Dalam buku ini memuat referensi berbagai pakar di bidangnya,
serta menyajikannya kepada pembaca dalam upaya untuk
membantu menambah wawasan serta dapat bermanfaat bagi
organisasi mencapai potensi penuh dalam pengembangan
sumber daya manusia.
Referensi yang ada di dalam buku ini mencakup beragam topik,
mulai dari konsep perilaku organisasi; perilaku individu dalam
organisasi; perilaku kelompok dalam organisasi; konflik dalam
organisasi; iklim organisasi dan model perilaku organisasi;
konsep struktur organisasi berorientasi pada perilaku
organisasi; motivasi sebagai bagian dari ilmu perilaku
organisasi; hubungan nilai, sikap dan kepuasan kerja dalam
perilaku organisasi; perilaku individu & kelompok dalam
organisasi; stress dan perubahan organisasi; kekuasaan dan politik dalam organisasi; pengambilan keputusan dalam
organisasi; komunikasi dalam organisasi; pemimpin dan
kepemimpinan dalam organisasi; kepribadian dan emosi dalam
organisasi; tim kerja dalam organisasi; serta peran teknologi
dalam organisasi.
... Culture with Confucian values found in several Asian countries where academic members as overly compliant and subservient to their superiors, combined with a high-power distance culture, contributes to an authoritarian leadership style in this context (Akanji et al, 2020;Lee, 2001). In addition, several studies have identified associations between leadership style and mindset and demographic variables, such as openness to experience (Noordin, et al., 2011), age (Nwafor, 2012), and work experience (Cara, 2012). Age is a factor can be explained with reference to the creation process model, whereby human creativity declines after early adulthood (30 to 35 years) (Lehman, 1953). ...
Purpose: The challenges faced by universities in China have presented opportunities to enhance the leadership of educational leaders in universities. Little has been written about the educational leadership of meso-level leaders in Chinese higher education (HE). This study aims to provide an authentic understanding of 1) the leadership styles of meso-level educational leaders as perceived by academic members, 2) perceived contextual factors related to the leadership styles of meso-level educational leaders, and 3) leadership styles’ impact on educational leadership practices in Chinese HE. Design: Through qualitative research, we explored the perceptions of 13 academic members from nine universities in China. Findings: The findings provide a deep understanding of the educational leadership styles of meso-level educational leaders and the contextual factors related to their leadership styles. This study revealed autocratic leadership style was the most reported leadership style. It is suggested to minimise the adoption of it in non-extreme cases. Moreover, the reason behind transactional leadership style is likely due to the performance evaluation system in Chinese universities. Regarding the factors that affect educational leadership style of meso-level leaders, this research supports the following view: culture and organization, culture, organizational policies & administration, discipline, incentive mechanism. Originality: The results of a deep understanding of the educational leadership styles of meso-level educational leaders and the contextual factors in this study can be conducive to future leadership development and to the meso-level educational leaders to create environments that facilitate the application of educational leadership practices.
... Transactional leaders promote compliance by both punishment and reward systems and only focus on supervision and performance. They rarely show compliance with the views of other members of the organizations, favor structured policies and procedures, reveal inefficiency, tend to be inflexible, opposed to change, and are focused on short-term goals (Fletcher et al., 2019;Yahaya et al., 2011;De Hoogh et al., 2005). ...
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 was 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.
... Transactional leaders promote compliance by both punishment and reward systems and only focus on supervision and performance. They rarely show compliance with the views of other members of the organizations, favor structured policies and procedures, reveal inefficiency, tend to be inflexible, opposed to change, and are focused on short-term goals (Fletcher et al., 2019;Yahaya et al., 2011;De Hoogh et al., 2005). ...
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.
... Avolio and Bass (2004) revealed that the entire personality trait would predict the rating of transformational leadership. However, the result was reversed by Yahaya et al. (2011) who found that agreeableness, openness to experience, and conscientiousness had a direct and significant relationship with the transformational leadership style. Garcia et al. (2014) revealed that open and emotionally stable traits can be seen in transactional leaders. ...
Personality, leadership style, and work environment affect the performance of an individual in an organisation. The objective of the study is to examine the relationship betweenpersonality, leadership styles, and work environment. The sample of 285 managers working at Micro, Small and Medium Enterprises (MSME) in Punjab, India is taken. Quantitative method is used in the study and the data is collected by using standardised questionnaire. The result of the study shows that majority of personality traits were found associated with transactional leadership style and work environment, while various non-significant correlation results were found between personality and transformational leadership subscales, the transformational leadership style failed to establish a significant relationship with any of the personality subscales, and the personality traits correlated positively, while others negatively with some of the subscales of transactional and transformational leadership and work environment. The study also finds that transactional leadership styles were significantly but negatively correlated with work environment and transformational leadership styles were not significantly correlated with work environment, thus aggregate work environment was significantly correlated with transactional leadership styles.
... When followers fail to execute their tasks successfully, they are punished. Consequently, coercive power is negatively correlated with transformational leadership (Yahaya et al., 2011). Therefore, we do not suggest using coercive power techniques because such an approach could be an obstacle to achieving transformational leadership. ...
... Like coercive power, reward power is closely aligned with transactional leadership (Barbuto, 2005) as a response to the fulfillment of tasks. Therefore, it is reasonable to conclude that reward power is negatively correlated with transformational leadership (Yahaya et al., 2011) and can have detrimental effects on transformational leadership. ...
... For example, assigning a paper with a strict rubric can prevent students from thinking outside the box and being creative for fear that if they do not abide by the rubric, their grades will suffer. Consequently, legitimate power negatively correlates with transformational leadership, which is why one should avoid this power base as it can hinder transformational leadership (Yahaya et al., 2011). ...
... Dönü ümcü liderler daha çok ki isel güçlerini (uzman, referans ve bilgi) kullan rken, i lemci liderler ise daha çok konumdan kaynakl güçlerini (ödül, zorlay c ve me ru) kullanmaktad r. Lider ne kadar fazla ki isel gücünü kullan rsa, takipçi onu o kadar dönü ümcü lider; lider ne kadar fazla konumsal gücünü kullan rsa, takipçi onu o kadar i lemci lider olarak alg lamaktad r (Yahaya vd., 2011). ...
