Exploring and identifying leadership style, employees attitude and behavior in SMEs in Sabah
The study aims to collect data on leadership style and entrepreneurial behavior among managers of SMEs in Sabah and the job satisfaction and organizational commitment among employees in the respective firms. At the first phase, a total of 500 questionnaires were distributed to the managers and on...
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| Main Authors: | , , , , |
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| Format: | Research Report |
| Language: | English English |
| Published: |
Universiti Malaysia Sabah
2010
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| Subjects: | |
| Online Access: | https://eprints.ums.edu.my/id/eprint/23438/1/Exploring%20and%20identifying%20leadership%20style.pdf https://eprints.ums.edu.my/id/eprint/23438/7/Exploring%20and%20identifying%20leadership%20style.pdf https://eprints.ums.edu.my/id/eprint/23438/ |
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| Summary: | The study aims to collect data on leadership style and entrepreneurial behavior among
managers of SMEs in Sabah and the job satisfaction and organizational commitment
among employees in the respective firms. At the first phase, a total of 500
questionnaires were distributed to the managers and only 52 were returned. At the
second phase, each of the firms that responded in the first phase were sent 10
questionnaires each to be distributed to their employees. A total of 108 questionnaires
returned by the employees. The research found that the managers scored high on the
transformational leadership style in which all the dimensions have a mean score of more
than 4.00 (idealized influence 5.94, inspirational motivation 4.82, intellectual stimulation
5.93, and individualized consideration 5.27). While on the transactional leadership style
the mean scores of the dimensions are between 2.53 to 5.93. This is quite consistent
with past research in which leaders in SMEs are expected to have high score on the
transformational leadership dimensions. On the entrepreneurial behavior, the managers
score relatively high on the mean score (all above 4.0) with extra effort having the
highest (6.06) and risk taking the lowest (4.36). On the employees side, they score
relatively high on the three dimensions of organizational commitment (majority of them
above 3.0 out of 7.0). The level of satisfaction among them is also high with more then
94% score above 3.0 (out of 7.0). The discussion also cover the differences that exist
between groups of managers and employees based on different demographic factors on
the four variables measured. |
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