Search results

The purpose of this paper is to examine the relationship between culture and leadership style preference among Sabahans, namely Malay-Brunei, Bajau and Kadazan-Dusun.

The sample of this research was selected based on purposive convenient sampling whereby all respondents are located in Kota Kinabalu. A questionnaire was administered for data collection with a sample of 219 employees from both the public and the private sectors. The data were analyzed using linear regression.

The evidence was found on the relationship between culture and leadership style preference among Sabahans, namely Malay-Brunei, Bajau and Kadazan-Dusun.

Understanding on what is preferred by employees and what is practiced by the leaders will lead to better and improved performance among the employees. Better understanding on the influence of culture will help a leader to be more effective and successful in their role. Therefore, it provide implication that leader should understand the culture in order for them to be accepted by the followers.

This paper fulfils an identified need to study what leadership style preferred by the employees among Sabah ethnicity.

A need to facilitate effective international business encounters, which are underpinned by the personal values of managers, has led to significant pragmatic interest in understanding work goals cross‐culturally. This study examines the work goals of 468 managers from the three industrializing nations of Brunei, Malaysia and Singapore. The results reveal some consensuses as well as differences in managerial work goals. The three dominant work goals included opportunity to learn, interesting work and good match with abilities and experience. Implications for the findings are discussed.

This paper aims to examine primarily the readiness for change at an individual level. Additionally, this study examines the impact of internal change factors on individual readiness for change as well as their effect across nations.

The research relies on a quantitative research approach. A survey was conducted among 241 managers across 33 countries. Covariance-based structural equation modeling (CB-SEM) approach and multigroup analyses have been applied for hypothesis testing.

Our research contributes a novel perspective on individual readiness for change and unveils how employees' perceptions of context, process and intensity as internal change factors influence their readiness for change. The findings give support to the assertion that employees' attitudes toward change are altered by individual perceptions.

Our research explores the moderating effect of nationality used through a grouped variable and finds significant impacts of clusters of nationalities. Thus, nationality may serve as a proxy for culture that might be examined in future research studies in a more deeply focused way to include beliefs, values and societal norms.

The new understanding of the topic “individual readiness for change” opens up new research directions and enriches ongoing discussions about societal change and sustainable project management. This topic creates a link to situational leadership principles, considers cultural factors and, therefore, advocates for a people-centric approach to modern stakeholder management in order to achieve commitment toward change initiatives and consequent project success.

Considering that the path toward the successful implementation of any change project is highly contingent on personal dispositions to change, our research uncovers the potential impact of individual perceptions on employees' readiness for change.

Our major contribution is to highlight the importance of considering individual perceptual drivers of readiness for change and to acknowledge the moderating effect of nationality as a contextual factor altering the relationship between perception of change and individual readiness for change.

The purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.

The participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.

We found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.

Although, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

This study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.

This study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.

This study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.

Managers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.

Few studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.

The purpose of this paper is to investigate the styles that are desirable in a leader in the perspective of youth in Asia, particularly Brunei Darussalam and South Korea. Thus, by investigating it using the Path Goal Theory as its approach, this study provides leaders with the desirable leadership style to motivate and influence the youth.

The research used a quantitative method with a proportionate stratified sampling method using the criteria of age of youth defined by UNESCO. The data then collected using a face-to-face method of a questionnaire from February 2016 till June 2016.

The evidence depicts that Bruneian youth prefers directive leadership while South Korean youth prefers supportive leadership. This finding is based on the selected styles that are desirable by the youth and their choice is also influenced by culture. This may imply that culture has a large impact which can determine the leadership styles best suited to the environment.

Since the research has limited sample sizes and geographical location, this can lead to future research by considering more regions of different continents to determine whether different leadership preference still persists. This study can also be used as a basis to consider other factors in investigating leadership preference in Asian countries.

This paper identifies and encourages the need to study leadership style that is desirable among youth.