Lee, Ching Hoe
(2018)
Leadership Styles And Job Performance:
The Roles Of Psychological
Empowerment And Person-Supervisor
Fit.
PhD thesis, Universiti Sains Malaysia.
Abstract
This research examined the relationship between leadership styles and job
performance. In addition, the research proposed psychological empowerment mediates
the above relationship. The research also proposed person-supervisor fit moderates the
relationship between leadership styles and psychological empowerment where the
positive relationship is stronger when the person-supervisor fit is higher. The research
setting in which hypotheses were tested is MNCs operating in Malaysia, specifically the
top three industrial states in Malaysia, namely Selangor, Penang and Johor. Examining
leadership styles (transformational, transactional and laissez-faire) in MNCs is
particularly useful for extending research on job performance because of the complexity
of such setting highlights the importance of leaders (supervisors) and followers
(employees) relationship on job performance. Additionally, many MNCs rely on teams to
carry out much of their work, making the person-supervisor fit and psychological
empowerment important issues for multinational management research. Using
multisource data, the research found that transformational leadership has a significant
positive effect on psychological empowerment. However, there is no evidence of
significant effect for transactional leadership and laissez-faire on psychological
empowerment. Psychological empowerment mediated the relationship between
leadership style (transformational and transactional) and job performance. The results also
indicated that person-supervisor fit moderates the relationship between transformational leadership and psychological empowerment, such that it strengthens the positive
relationship.
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