Preferred Leadership Traits by Employees: A case study in Telecommunication Organization
Abstract
Leaders affect employees’ performance in the organization by their leadership style, which is dependent to the degree of favor by their followers. It is vital for the organization to identify the most effective leadership styles which will boost performance in the organization. This research studied the type of leadership trait most preferred in the telecommunication sector. This qualitative study used the Full Range Leadership Model to identify and suggest the preferred traits of a leader. The sampling method used was purposive. Interview guides were used as the research tool. A total of six (6) informants were interviewed. The results showed transformational leadership style is the most preferred by all the informants as the employees found that the traits of the transformational leader bring more positive impacts on their work performance.
Keywords: Leadership traits; Transformational leadership; Telecommunication sector; Full-range Leadership Model; Employees performance.
References
Aiken, L. H., Clarke, S. P., Sloane, D. M., Sochalski, J., & Silber, J. H. (2002). Hospital nurse staffing and patient mortality, nurse burnout, and job dissatisfaction. Journal of American Medical Association, 288(16), 1987-1993
https://doi.org/10.1001/jama.288.16.1987
Al-Khajeh, E, H. (2018). Impact of Leadership Styles on Organizational Performance.Journal of Human Resources Management Research, Vol. 2018 (2018), Article ID 687849. DOI: 10.5171/2018.687849
https://doi.org/10.5171/2018.687849
Asrar-ul-Haq, M., & Kuchinke, K., P. (2016). Impact of leadership styles on employees' attitude towards their leader and performance: Empirical evidence from Pakistani banks. Future Business Journal, 54-64.
https://doi.org/10.1016/j.fbj.2016.05.002
Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations. Sage.
Avolio, B, J., Walumbwa, F. O. & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology, 421-449.
https://doi.org/10.1146/annurev.psych.60.110707.163621
Bass, B. M., & Bass, R. (2009). The Bass handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
Boamah, S, A., Laschinger, H, K, S., Wong, C., & Clarke, S. (2017). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing Outlook. https://doi.org/10.1016/j.outlook.2017.10.004.
https://doi.org/10.1016/j.outlook.2017.10.004
Brownell, J. 2010. Leadership in the Service of Hospitality. Cornell Hospitality Quarterly, 51, 363-378.
https://doi.org/10.1177/1938965510368651
Clark, R. A., Hartline, M. D., & Jones, K. C. (2009). The effects of leadership style on hotel employees' commitment to service quality. Cornell Hospitality Quarterly, 50 (2), 209-231.
https://doi.org/10.1177/1938965508315371
Flaherty, K. E., Mowen, J. C., Brown, T. J., & Marshall, G. W. (2009). Leadership propensity and sales performance among sales personnel and managers in a specialty retail store setting. Journal of Personal Selling & Sales Management, 29 (1), 43-59.
https://doi.org/10.2753/PSS0885-3134290103
Gadirajurrett, H., Srinivasan, R., Stevens, J., & Jeena, N. (2018). Impact of Leadership on Team's Performance.
Henrickson, S., Yule, S., Flin, R. (2010). A preliminary investigation of surgeon's leadership in the operating room. In: Proceedings of the Human Factors and Ergonomics Society Annual Meeting. vol. 54. 2010:867e871.
https://doi.org/10.1177/154193121005401213
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87 (3), 474-487.
https://doi.org/10.1037/0021-9010.87.3.474
Hughes, Tawney A., "Idealized, Inspirational, and Intellectual Leaders in the Social Sector: Transformational Leadership and the Kravis Prize" (2014). CMC Senior Theses. Paper 906.
Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5(5), 1-6. doi:10.4172/2223-5833.1000146
Jimenez, A., Bueno, D, C., Galangue, C, S., & Matriano, E, A. (2017). Improving Fast Food Chain Operation through Effective Supervisory Leadership, 10th International Conference on Arts, Social Sciences, Humanities and Interdisciplinary Studies (ASSHIS-17), Manila, Philippines: Research and Publication Office of Columban College, Inc., Olongapo City. Retrieved from https://uruae.org/ siteadmin/upload/UH1217403.pdf.
Keskes, I. (2014). Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions. Intangible Capital, 10(1), 26-51. http://dx.doi.org/10.3926/ic.476
https://doi.org/10.3926/ic.476
Lok, P., & Crawford, J. (2004). The effect of organizational culture and leadership style on job satisfaction and organizational commitment: A cross-national comparison. Journal of Management Development, 23 (4), 321-338.
https://doi.org/10.1108/02621710410529785
McCann, J., & Sparks, B. (2019). The effects of leadership styles on innovative work behavior and the role of locus of control in the manufacturing environment. Journal of Organizational Psychology, 19(1), 79-94. Retrieved from https://search.proquest. com/docview/2211266361?accountid=40705
https://doi.org/10.33423/jop.v19i1.1092
Mintzberg, H. (2010). Shifting the trajectory of civilization. Oxford Leadership Journal, 1(2). Narayana, A. (2017). A Critical Review of Organizational Culture on Employee Performance. American Journal of Engineering and Technology Management, 2(5), 72-76.
https://doi.org/10.11648/j.ajetm.20170205.13
Padash, F., & Golparvar, M. (2010). The relationship between ethics-oriented leadership with an internal motivation of the staff's innovation and creativity. The seasonal journal of ethics in sciences and technology, 5(1-2), 103-110.
Puni, A., Mohammed, I., & Asamoah, E. (2018). Transformational leadership and job satisfaction: the moderating effect of contingent reward. Leadership & Organization Development Journal, 39(4), 522-537.
https://doi.org/10.1108/LODJ-11-2017-0358
Sa'adatu, S. L. (2013). Relationship between Demographic Factors and the Performance of Teacher Educators. Mediterranean Journal of Social Sciences, 4(15), 9
https://doi.org/10.5901/mjss.2013.v4n15p9
Shafie, B., Baghersalimi, S., & Barghi, V. (2013) The Relationship Between Leadership Style and Employee Performance. Singaporean Journal of Business Economics, And Management Studies, 2(5), 21.
https://doi.org/10.12816/0003885
Supendy, R., Margono, S., Eka, A.T., Surachman. (2012). Pengaruh Kepemimpinan terhadap Motivasi dan Kinerja Karyawan serta Implikasinya terhadap Kepuasan Kerja (Studi Gita and Yuniawan. Jurnal Studi Manajemen & Organisasi, 10(2), 161-170. ISSN: 1693 -5241.
Testa, M. R. (2002). Leadership dyads in the cruise industry: the impact of cultural congruency. International Journal of Hospitality Management, 425-441.
https://doi.org/10.1016/S0278-4319(02)00036-1
Wang, G., Oh, I, S., & Courtright, S, H. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.
https://doi.org/10.1177/1059601111401017
Walumbwa, F, O., Mayer, D, M., Wang, P., Wang, H., Workman, K., & Christensen, A, L. (2011). Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Retrieved (December 1, 2018), from Cornell University, School of Hotel Administration site: http://scholarship. sha.cornell.edu/articles/762
https://doi.org/10.1016/j.obhdp.2010.11.002
Xu, G. Y., & Wang, Z, S. (2008). The impact of transformational leadership style on organizational performance: The intermediary effects of leader-member exchange. Long Beach, CA, USA, IEEE Xplore, pp. 1090-1097.
https://doi.org/10.1109/ICMSE.2008.4669047
Yıldız, S., & Karakaş, A. (2012), Defining methods and criteria for measuring business performance: a comparative research between the literature in Turkey and foreign, Procedia. Social and Behavioral Sciences, 58 (2012), 1091 - 1102
Copyright Transfer Statement for Journal
1) In signing this statement, the author(s) grant UNIMAS Publisher an exclusive license to publish their original research papers. The author(s) also grant UNIMAS Publisher permission to reproduce, recreate, translate, extract or summarize, and to distribute and display in any forms, formats, and media. The author(s) can reuse their papers in their future printed work without first requiring permission from UNIMAS Publisher, provided that the author(s) acknowledge and reference publication in the Journal.
2) For open access articles, the author(s) agree that their articles published under UNIMAS Publisher are distributed under the terms of the CC-BY-NC-SA (Creative Commons Attribution-Non Commercial-Share Alike 4.0 International License) which permits unrestricted use, distribution, and reproduction in any medium, for non-commercial purposes, provided the original work of the author(s) is properly cited.
3) The author(s) is/are responsible to ensure his or her or their submitted work is original and does not infringe any existing copyright, trademark, patent, statutory right, or propriety right of others. Corresponding author(s) has (have) obtained permission from all co-authors prior to submission to the journal. Upon submission of the manuscript, the author(s) agree that no similar work has been or will be submitted or published elsewhere in any language. If submitted manuscript includes materials from others, the authors have obtained the permission from the copyright owners.
4) In signing this statement, the author(s) declare(s) that the researches in which they have conducted are in compliance with the current laws of the respective country and UNIMAS Journal Publication Ethics Policy. Any experimentation or research involving human or the use of animal samples must obtain approval from Human or Animal Ethics Committee in their respective institutions. The author(s) agree and understand that UNIMAS Publisher is not responsible for any compensational claims or failure caused by the author(s) in fulfilling the above-mentioned requirements. The author(s) must accept the responsibility for releasing their materials upon request by Chief Editor or UNIMAS Publisher.
5) The author(s) should have participated sufficiently in the work and ensured the appropriateness of the content of the article. The author(s) should also agree that he or she has no commercial attachments (e.g. patent or license arrangement, equity interest, consultancies, etc.) that might pose any conflict of interest with the submitted manuscript. The author(s) also agree to make any relevant materials and data available upon request by the editor or UNIMAS Publisher.
