Directive Leadership Style Research Articles

THE ROLE OF LOCAL SOCIAL INSTITUTION IN COMMUNITY EMPOWERMENT IN BANDUNG REGENCY, INDONESIA

This study aims to gain a deeper understanding of the existence of the local social organization in conducting community empowerment. The experiment was conducted at Community Empowerment Institution (In Indonesia it is referred to as Lembaga Pemberdayaan Masyarakat/LPM). LPM Cibeunying as one of the local social institution in Bandung regency. Aspects reviewed in the study include the style of leadership, processes, and stages of community empowerment, as well as the LPM network. The research method used is a case study with the descriptive method and qualitative approach. Data collection was conducted against five informants consisting of the Chairman and LPM’s Board members, village officials, and community leaders. The results show that the dominant leadership style is participative, in addition to that, a supportive leadership style and directive leadership style are also used in certain situations. The empowerment process carried out per the stages of the empowerment process is identifying and assessing the potential of the region, problems, and opportunities-chances; arranging a participative activity plan; implementing the activity plan; and monitoring and evaluating the process and results of activities. The social networking of LPM leads to a social network of power in which LPM can influence the behavior of communities and community institutions in utilizing and managing community empowerment programs. From the research, it can be concluded that the model of community empowerment implemented by LPM Cibeunying Village is enabling, empowering, and protecting.

Influence Of Supportive And Directive Leadership Styles On Employee Job Satisfaction In Commercial Banks In Kenya

The purpose of the study was to investigate the influence of supportive and directive leadership style on employee job satisfaction in commercial banks in Kenya. The study adopted positivism research philosophy to guide the study and limited itself to descriptive correlational research design to analyze and provide responses to the research questions. The research design was preferred because it allows description and comparison of characteristics of populations based on data collected from samples through questionnaires. The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. Using stratified sampling technique, the study drew a sample size of 386 employees reporting to middle level managers. Data was collected by means of a questionnaire and analyzed using descriptive and inferential statistics, which included factor analysis, correlational analysis, chi-square, one-way analysis of variance (ANOVA), and regression analysis using Statistical Package for Social Sciences (SPSS) version 20 and Windows’ Microsoft excel programs.From the findings of multiple linear regression analysis, it was established that directive leadership style had a positive and significant relationship with employee job satisfaction, R2 = .228, F(1, 362) = 53.396, p < .05; β = .454, p < .05. The results from multiple linear regression analysis also showed that supportive leadership style positively and significantly predicted employee job satisfaction, R2 = .603, F(1, 366) = 278.269, p < .05; β = .716, p < .05. In addition, the study tested the moderating influence of environmental contingency factors and was confirmed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction, R2=0.090, F(5,364) = 35.04, p < .05; β= 0.229, p<.05.The study makes a contribution to the literature of the influence of directive and supportive leadership styles from Kenyan commercial banks’ perspective and adds an impetus to employees, management and policymakers to address issues that are impeding employee job satisfaction. The future researchers should include all bank employees in their study to determine the influence of directive leadership style and supportive leadership style on employee job satisfaction.

PENGARUH FAKTOR-FAKTOR KEPEMIMPINAN SITUASIONAL TERHADAP PRESTASI KERJA PEGAWAI BADAN PEMBERDAYAAN MASYARAKAT DAN PEMERINTAHAN DESA

ABSTRACT This study aims to describe and analyze the influence of partial and simultaneous factors of leadership style in the Community Empowerment and Village Government Board of Bojonegoro Regency. This research method uses a quantitative method with a population of 34 people. The sampling method in this study used a total sampling of 34 people. The results of data analysis showed situational leadership style consisting of directive, consultative, participatory, delegative had a significant effect on the work performance of employees of the Community Empowerment Agency and Village Government of Bojonegoro Regency. Partially situational leadership style factors which consist of directive, consultative, participatory, delegative have a significant effect on the work performance of employees of the Community Empowerment Agency and Village Government of Bojonegoro Regency. Among the situational leadership style factors which consist of directive, consultative, participatory, delegative, the most dominant of employee performance is the directive leadership style variable. Keywords: situational leadership, work performance

PENGARUH FAKTOR-FAKTOR KEPEMIMPINAN SITUASIONAL TERHADAP PRESTASI KERJA PEGAWAI BADAN PEMBERDAYAAN MASYARAKAT DAN PEMERINTAHAN DESA

ABSTRACT
 This study aims to describe and analyze the influence of partial and simultaneous factors of leadership style in the Community Empowerment and Village Government Board of Bojonegoro Regency. This research method uses a quantitative method with a population of 34 people. The sampling method in this study used a total sampling of 34 people. The results of data analysis showed situational leadership style consisting of directive, consultative, participatory, delegative had a significant effect on the work performance of employees of the Community Empowerment Agency and Village Government of Bojonegoro Regency. Partially situational leadership style factors which consist of directive, consultative, participatory, delegative have a significant effect on the work performance of employees of the Community Empowerment Agency and Village Government of Bojonegoro Regency. Among the situational leadership style factors which consist of directive, consultative, participatory, delegative, the most dominant of employee performance is the directive leadership style variable.
 
 Keywords: situational leadership, work performance

Influence of Directive and Achievement Oriented Path-Goal Leadership Styles on Employee Performance of Coffee Trading Companies in Kenya

The study sought to examine the extent to which directive and achievement-oriented path-goal leadership styles influence employee performance of coffee trading companies in Kenya. The positivism philosophy was adopted and the design used was a descriptive correlational research design. The population for the study was 180 senior managers of coffee trading companies in Kenya. Using stratified random sampling technique, a sample size of 139 was determined from the total population and structured questionnaires were administered to collect primary data. Out of 139 questionnaires administered, 117 questionnaires were successfully completed, representing a response rate of 84.2%. Descriptive and inferential statistics were used to analyze the data. The descriptive statistics were mean and standard deviation while the inferential statistical analysis included correlational analysis, chi-square and multiple linear regression analysis. The results of the multiple linear regression analysis revealed that directive leadership style negatively and significantly predicted employee performance, R 2 = 0.035, F (1, 114) = 4.141, p≤ .05 , β = -0.153, p ≤ .05 . Multiple linear regression analysis further revealed that achievement oriented leadership style positively and significantly predicted employee performance, R 2 = 0.161, F(1, 116) = 20.686, p ≤. .05, β = 0.391, p ≤ . 05. The study provided a unique contribution to theory and practice of leadership by contributing to knowledge in the application of Path-goal leadership styles in coffee trading companies. The study findings led to the conclusion that the use of directive leadership style in coffee trading companies can adversely affect performance and leaders should avoid its use. On the other hand, achievement oriented leadership style positively and significantly affects employee performance of coffee trading companies. Leaders of coffee trading companies should engage in goal setting, give feedback to employees on the progress on their goals and reward employees for achieving their goals. These behaviors will motivate employees and enhance their performance. Recommendations for further research are that scholars should carry out similar studies for supervisory level managers to assess the influence of path goal leadership styles on employees at this level. Keywords: key words, orkforce sizing, job-shop production, holonic model DOI : 10.7176/JEP/10-19-04 Publication date :July 31 st 2019

Influence of Directive and Supportive Leadership Styles on Employee Job Satisfaction in Commercial Banks in Kenya

Influence of Directive and Supportive Leadership Styles on Employee Job Satisfaction in Commercial Banks in Kenya

Influence of Directive and Supportive Leadership Styles on Employee Job Satisfaction in Commercial Banks in Kenya

Purpose : The purpose of the study was to investigate the influence of directive and supportive leadership style on employee job satisfaction in commercial banks in Kenya. Methodology : The study adopted positivism research philosophy to guide the study and limited itself to descriptive correlational research design to analyze and provide responses to the research questions. The research design was preferred because it allows description and comparison of characteristics of populations based on data collected from samples through questionnaires. The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. Using stratified sampling technique, the study drew a sample size of 386 employees reporting to middle level managers. Data was collected by means of a questionnaire and analyzed using descriptive and inferential statistics, which included factor analysis, correlational analysis, chi-square, one-way analysis of variance (ANOVA), and regression analysis using Statistical Package for Social Sciences (SPSS) version 20 and Windows’ Microsoft excel programs. Results : From the findings of multiple linear regression analysis, it was established that directive leadership style had a positive and significant relationship with employee job satisfaction, R 2 = .228, F(1, 362) = 53.396, p < .05; β = .454, p < .05. The results from multiple linear regression analysis also showed that supportive leadership style positively and significantly predicted employee job satisfaction, R 2 = .603, F(1, 366) = 278.269, p < .05; β = .716, p < .05. In addition, the study tested the moderating influence of environmental contingency factors and was confirmed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction, R 2 =0.090, F(5,364) = 35.04, p < .05; β= 0.229, p<.05. Unique contribution to theory, practice and policy : The study makes a contribution to the literature of the influence of directive and supportive leadership styles from Kenyan commercial banks’ perspective and adds an impetus to employees, management and policymakers to address issues that are impeding employee job satisfaction. The future researchers should include all bank employees in their study to determine the influence of directive leadership style and supportive leadership style on employee job satisfaction. Keywords : Directive Leadership, Supportive Leadership, Path-Goal Leadership Styles, Employee Job Satisfaction. DOI : 10.7176/EJBM/11-21-08 Publication date :July 31 st 2019

Transformational leadership and four-dimensional commitment

PurposeThe purpose of this paper is to investigate the mechanism between transformational leadership (TL) and organizational commitment (OC) using job characteristics as a mediator and participative and directive leadership (DL) as moderator.Design/methodology/approachThe authors used a questionnaire-based survey to collect data from 563 employees working in the banking industry.FindingsThe data were analyzed using structural equation modeling. The findings confirmed the mediating role of job characteristics and moderating role of both participative and DL styles between TL and OC.Research limitations/implicationsThe data for this study were collected at one point of time and it has implications for the policymakers and bankers.Originality/valueThe study is novel as it highlights the importance of job characteristics, participative and DL styles in understanding the relationship between TL and OC.

Job Satisfaction as a Mediator between Directive and Participatory Leadership Styles toward Organizational Commitment

Job Satisfaction as a Mediator between Directive and Participatory Leadership Styles toward Organizational Commitment

Visionary leadership and employee creativity in China

PurposeThe purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation.Design/methodology/approachA survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity.FindingsThe results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing.Originality/valueThis study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.

НОВІ КОНКУРЕНТНІ ХОДИ “САНДОРИ”: ОБҐРУНТУВАННЯ ПОТЕНЦІЙНО УСПІШНИХ ІНВЕСТИЦІЙНИХ БІЗНЕС-РІШЕНЬ

This article discusses the problem of developing and assessing the expected feasibility of implementing new competitive moves by “Sandora” LLC, a diversified giant that is today the representative of PepsiCo in Ukraine. These moves are presented in the form of innovative investment proposals, and their scale in terms of covering certain areas of business and thoroughness in the choice of ideas, resources, assessment of the reaction of the environment causes the need to consider them as ready-made business solutions. There are many obstacles in the way of solving the problem. Firstly, it is a high level of Sandora's activities diversification, in the economic portfolio of which have been combined today: the previous segments widely known to the domestic consumer (juices and juice-containing drinks), acquired segments (carbonated and non-carbonated waters and drinks), caused by the entry of Sandora into PepsiCo, as well as completely new segments (snacks), associated with PepsiCo’s struggle with its main competitor Coca-Cola, actively engaged in the selection and capture of new areas in the global Food &amp; Beverages market. Secondly, it is PepsiCo's directive leadership style, which limits Sandora's innovative and organizational initiative in terms of developing and implementing new business solutions. In the absence of the above restrictions in the development of creative proposals, the authors of the article developed and justified innovative business proposals in the form of investment projects, than they were combined into a integrated proposal, justified from different positions: the implementation of the market needs of the competitive struggle of both PepsiCo and Sandora (as its representative in Ukraine) with Coca-Cola in a new segment (snacks); awareness of the resource advantages of working in the Ukrainian market, as well as innovative and technological opportunities for the implementation of such project. A integrated project proposal has been developed and justified for the feasibility of implementation, as well as the possibility of obtaining additional competitive advantages for both Sandora and PepsiCo, provided that such business solution is implemented.

Leading well pays off: mediating effects and multi-group analysis of strategic performance

PurposeThe purpose of this paper is to reveal the mediating role of leadership style on the relationship between strategy and company performance.Design/methodology/approachThe study uses empirical data gathered from top managers in a stratified sample of 476 Danish private businesses.FindingsThe results show the mediating effects of leadership styles on strategic performance. In particular, both supportive and directive leadership styles partially mediate the effect of the differentiation strategy, while the supportive leadership style displays a stronger mediating effect than the directive one. The multi-group analysis shows the moderating impact of the manager’s tenure, managerial level, strategy clarity, industry and business environment risk.Research limitations/implicationsThe study is limited by its nature and the specificity of the national context in which it was conducted. In this vein, the evidence collected here can be enlarged and complemented by having access to panel data or the generalization of some results to neighboring or other developed countries.Practical implicationsSeveral implications of the findings for managerial practices are discussed.Originality/valueThere are very few discussions of the mediating effect of leadership style between strategy and performance. The paper fills the gap by examining the role of leadership style planning on the relationship between those two variables in Denmark.

Leadership style and leadership effectiveness: Does cultural intelligence moderate the relationship?

Orientation: In an age where subordinate cultural heterogeneity has become the norm, cultural intelligence might assist leaders to improve their effectiveness.Research purpose: This research investigated whether leader cultural intelligence moderated the relationship between leadership style (as represented by empowerment and direction) and leadership effectiveness.Motivation for the study: Although the literature on cultural intelligence has been increasing in quantity, there remained a gap in the understanding of the relationship between leader cultural intelligence, the empowering and directive leadership styles and leadership effectiveness.Research design, approach and method: A quantitative methodology with a cross-sectional survey design was followed. Data were obtained from 1140 staff members employed at 19 South African organisations. Factorial, correlational and moderated multiple regression analyses were performed.Main findings: Although leader cultural intelligence and its dimensions do not moderate the relationship between empowering leadership and leadership effectiveness, they do nonetheless negatively moderate the relationship between directive leadership and leadership effectiveness. This moderation was, however, assessed to be of no practical significance.Practical and managerial implications: As leader cultural intelligence did not act as an important influencer of the relationship between leadership style and leadership effectiveness, it appeared that effective leaders may have used their cultural intelligence to actually guide the selection of an effective leadership style in the first place.Contribution and value add: Being one of the first studies to explore the moderating effect of leader cultural intelligence on the relationship between leadership style and leadership effectiveness, this research has made a valuable contribution to building both the cultural intelligence and leadership knowledge bases.

A comparison of leadership styles with respect to biographical characteristics

Research purpose: Managers, when applying their leadership styles, are affected by some of their own traits. This article intends to compare the leadership styles of the managers of Zabol University of Medical Sciences with respect to Hersey and Blanchard model that was based on their biographical characteristics.Research design, approach and method: The research methodology is descriptive-causal and comparative. The data were collected from 300 individuals (124 female and 176 male participants).Main findings: No significant difference was observed between the directive, persuasive, participative and delegative leadership styles of male and female managers. However, there was a significant difference between the mean of the directive, persuasive, participative and delegative leadership styles of managers, considering their work experience, education level and field of study.Research limitations: The conservative atmosphere in university environments may affect the manager’s responses to the questionnaire; therefore, in the generalisation of the results, this issue should be taken into account.Practical implications: It is recommended to hold in-service courses for managers who have a lower education level or less work experience or have been graduated from the fields of study other than the Management major. It is also suggested to pay attention to the managers’ fields of study and managerial experiences at the time of employment.Contribution: This study enhances the quality of managers’ leadership style and consequently increases the productivity in university environments.

Leadership styles: The role of cultural intelligence

Orientation: Within both the South African context and abroad, leaders are increasingly being required to engage with staff members whose cultures differ from their own. As the attractiveness of different leadership styles varies in line with staff member cultural preferences, the challenge leaders face is that their behaviours may no longer be apposite. To this end, it is mostly unknown whether those leaders who are deemed culturally intelligent behave in a specific manner, that is, display the empowering and directive leadership styles.Research purpose: The purpose of this study was to explore the relationship between leader cultural intelligence and the empowering and directive styles of leadership, as perceived by subordinates.Motivation for the study: To operate successfully, leaders need to adopt and display those leadership styles that best match the cultural expectations of their staff members. Cultural intelligence may assist in this respect. Most of the studies on leader cultural intelligence and leadership styles have concentrated on the transformational leadership style. There is, thus, a requirement to examine how leader cultural intelligence relates to other leadership styles.Research design, approach and method: The study was quantitative in nature and made use of a cross-sectional survey design. Data were collected from 1140 staff members spread across 19 diverse organisations carrying on business activities in South Africa. Correlation and regression techniques were performed to identify relationships.Main findings: Leader cultural intelligence was found to have a stronger relationship with empowering leadership than it had with directive leadership. With empowering leadership, leader metacognitive and motivational cultural intelligence acted as important antecedents, whilst for directive leadership, leader’s motivational, cognitive and metacognitive cultural intelligence played a predictive part that carried a medium effect.Practical/managerial implications: The findings can be used by organisations to guide the selection of leaders and to focus initiatives for their development.Contribution and value-add: The study adds to the cultural intelligence and leadership literature by offering empirical evidence of the relationship between leader cultural intelligence and the empowering and directive leadership styles.

Estilos de liderança situacional adotados pelos enfermeiros na área hospitalar

Objetivou-se analisar estilos de Liderança Situacional adotados por enfermeiros hospitalares e a associação destes com seu perfil pessoal e profissional. Estudo quantitativo, descritivo, realizado com enfermeiros que atuam no contexto hospitalar e que utilizou o modelo de liderança de Hersey e Blanchard. Os dados foram coletados por meio de questionário sociodemográfico e pelo Leadership Effectiveness and Adaptability Description. O estilo de liderança mais diretivo, focado na capacidade de persuasão foi o mais presente. O setor de atuação apresentou relação significativa ao estilo de liderança (p= 00,1), demonstrando aproximação entre assistência e perfil de liderança. Embora a população integre um grupo jovem, com pouco tempo de atuação, o predomínio do estilo de liderança Persuadir pode limitar a criatividade e potencialidade dos integrantes da equipe pelo foco ser centrado na tarefa. Estratégias que permitam alcançar elevados níveis de maturidade, podem auxiliar enfermeiros na adoção de práticas de liderança mais flexíveis.

PENGARUH GAYA KEPEMIMPINAN TERHADAP MOTIVASI KERJA DAN KEPUASAN KERJA SERTA DAMPAK PADA KINERJA KARYAWAN (Studi Kasus BMT Bina Ihsanul Fikri Yogyakarta)

Abstract The purpose of this study was to determine the effect of four kinds of leadership style path-goals are: directive leadership style, leadership style, supportive leadership style participatory and leadership style achievement orientation, on work motivation and job satisfaction and performance of employees at BMT Bina Ihsanul Fikri (BIF) in 2012. The data is taken from the total population of 62 people from sharing positions, the test data using multiple linear regression and path analysis in hypothesis testing. Results of the study, found that leadership style path goals positively affects employee performance mediated by motivation and job satisfaction of employees BMT BIF. The results could be used by future researchers. Keywords: Path-goals, motivation, satisfaction, employee performance

Analysis of Leadership Flexibility Capability of District/City Public Health Department in North Sumatra

Leadership has an important role in the organization as leader is in charge of supervising and controlling the course of an organization. Ability to lead in mobilizing and empowering employees will affect the performance of the organization. This behavior has a significant impact on the attitudes, behavior and performance of employees. The results of the study showed there is a significant relationship between characteristics such as age (p = 0.004), education(p = 0.034), work experience (p = 0.000), the experience of the organization (p = 0.000), and educational hierarchy (p =0.000) for leadership flexibility. Sex variable is not significant to the leadership flexibility (p = 0.801). There is a relationship with the flexibility of directive leadership style (p = 0.027), supportive leadership style (p = 0.046), and participative leadership style (p = 0.009) with the flexibility of leadership. There is aso a relationship between achievement-oriented leadership style and leadership flexibility (p = 0.000). There is a relationship between the individual characteristics of leadership style and versatility with variable: educational level of leadership (p = 0.021; OR = 19.265). The result suggests that we need more organized seminars / work shop / scientific studies that stimulate the realization of learning about leadership flexibility in improving the performance of the District/City Health Office and it is necessary to study theperformance of the head of the Department of Health assessment intensively and periodically

The Influence of Directive Leadership Style on Employeees Performance in PT. Anugerah Reynindo Sejahtera

Employee’s performance is one of facets to increase company’s productivity. Directive leadership style determined employee’s performance negatively. This research was conducted to know the influence of directive leadership style to the employee performance of PT Anugerah Reynindo Sejahtera (ARS). The indicator of directive leadership style in this research are the degree power of leader, leader dominant over made policies and procedures, tight supervision, less of trust from leader to subordinate to make decisions, and lessinnovation and creativity of the employee, while indicator of employee performance are qualities and quantities of employee performance. The data was gathered by the dissemination of questionnaire to 42 of respondents by applying census technique.The result in this research is directive leadership style significantly affects the employee’s performance of PT. Anugerah Reynindo Sejahtera with Adjusted R Square 29,1%. So as to improve the performance of employees, the company requires improve job description and mantain communication with the employees, willing to hear employee’s opinon,and supervise not as always. So as to enhance the corporate image be better.

Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises

Purpose– The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be extended to small- and medium-sized businesses (SMEs) in the manufacturing and service industry. The authors investigate the possible moderator effects of a participative and directive leadership style.Design/methodology/approach– The collected data from 588 employees who rated 93 supervisors within 35 Dutch SMEs in both manufacturing and service industry. The authors analyse the nested data by means of multilevel modelling.Findings– Transformational leadership, defined as visionary leadership and development stimulation, was positively related to organizational commitment for service SMEs, but not for manufacturing SMEs. While a participative leadership style did not moderate the relationship between transformational leadership and organizational commitment in either industry, a directive leadership style strengthened the relationship between transformational leadership and organizational commitment in manufacturing SMEs.Research limitations/implications– Leaders in the service industry SMEs should engage in transformational leadership, whereas leaders in manufacturing industry SMEs should engage in other types of leadership. Future research should examine effective leadership in manufacturing.Practical implications– As the results of this study suggest, a distinction should be made between manufacturing and service industry. The advice therefore needs to be twofold. Supervisors in manufacturing SMEs can best improve employees’ organizational commitment by intensifying transformational leader behaviour combined with a directive decision style. Supervisors in service SMEs do not have to combine transformational leader behaviour with a particular leader decision style, if they wish to be more effective.Social implications– Demonstrating transformational leader behaviour can be successful in both manufacturing and service SMEs. However, in manufacturing companies this will only be effective when combined with a directive leader decision style.Originality/value– Although SMEs most of the time are considered as one similar group in comparison to large organizations, the authors follow Hughes and Wood (1999; see also Stonehouse and Pemberton, 2002) who argue that because of their different products, customers, and labour it is important to disaggregate research on SMEs and differentiate between manufacturing and service SMEs.