Malaysian Leadership Style And Employees' Organizational Commitment

759 words - 3 pages

Bibliographical Entry
Lo, M.C., Ramayah, T., and Min, H.W., (2009). Leadership styles and organizational commitment: a test on Malaysia manufacturing industry. African Journal of Marketing Management, 1 (6), 133-139.
In Malaysia it was a common complaint that employees were no more loyal as they used to be in the passed. Employees would tend to leave their companies for slightly better pay due to low commitment. Hence, the biggest challenge for Malaysian organizations was to provoke a sense of commitment and loyalty to their employees.
Comments - The problem statements agreed to the title and seemed to be of educational significance. The problem was clearly visible to the average reader.
The purpose of this study was to examine leadership style and employees’ organizational commitment in the Malaysia context. Two types of leadership style namely transformational and transactional leadership styles have been chosen as focus of research to investigate the impact on organizational commitment.
Comments - The purpose was clearly and concisely stated, agreed to the title and was limited to the researcher’s capabilities and resources. The purpose agreed to the problem.
Specifically, the study sought to determine whether leadership theory and organizational commitment was applicable in the manufacturing companies located in Malaysia. This research attempt to answer the following questions: (1) Does the transformational leadership directly predict employees’ organizational commitment; and (2) Does the transactional leadership directly predict employees’ organizational commitment.
Comment - The authors’ objectives were answerable, and they chose to obtain them by testing null hypothesis. These hypotheses were testable and served to help explain the problem.
Review of Literature
The review of literature was very detailed; however, there were limited number of citing used within the text. Section titles were: (1) Leadership; (2) Transformational leadership ;(3) Transactional leadership; (4) Organizational commitment; (5) Leadership and organizational commitment. Hence, hypotheses were formulated as follows:
Hypotheses 1: There was significant relationship among transformational leadership and the affective, continuance and normative dimensions of organizational commitment.
Hypotheses 2: There was no significant relationship among transactional leadership and the affective, continuance and normative dimensions of organizational commitment.

This study focuses on manufacturing employees in Malaysia as a population of interest. A total of 200 questionnaires were distributed. However, only 158 subordinates responded to the survey. This study adopts the repertoire of Multifactor Leadership Questionnaires (MLQ) originating...

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