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Full Length Research
Paper
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Relationship between
leadership personality types and source of power and
leadership styles among managers
Noordin Yahaya1,
Mohammad Aslan B Mohammad Taib1, Jasmi Ismail1,
Zainudin Shariff1, Azizi Yahaya2*,
Yusof Boon2 and Sharin Hashim2
1Faculty
of Business and Managrment, Universiti Teknologi Mara
(Melaka), Malaysia.
2Faculty
of Education, Universiti Teknologi Malaysia, Malaysia.
*Corresponding author. E-mail:
p-azizi@utm.my.
Tel: 60127570298.
Fax: +6075560542.
Accepted
11 August, 2011 |
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Abstract |
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The aim of
this study is to indentify the relationship between power style,
personality dimension and Leadership style. The sample of this
study consists of 300 respondents from six selected company and
were chosen by using simple random sampling. Quantitative method
was used in this study and the data was collected by using
questionnaire which consist of the Multifactor Leadership
Questionnaire (MLQx5), Rahim Power Inventory (RLPI) and Big Five
Personality Questionnaire (BFPQ). This questionnaire was used to
answer the research questions of leadership style based on
leaders’ power and leaders’ personality among the managers. The
reliability of the questionnaire was done by using Cronbach
alpha to find the internal consistency of the questionnaire
through pilot study and it shows that the alpha ranged between
0.71 and 0.874. The result of this study shows that there was a
positive correlation between transformational leadership style
and expert and referent powers (r = 0.694 and r = 0.544,
respectively), negative correlation between transformational
leadership style and legitimate power, coercive and reward
powers (r = -0.428, 0.537, and -0.470 respectively), positive
correlation between transactional leadership style and reward
power (r = 0.205). A result also shows that agreeableness,
conscientiousness and openness to experience had a positive
correlation with transformational leadership style (r = 0.268,
0.575 and 0.130, respectively). This study shows that expert
power, conscientiousness and coercive power predicted
transformational leadership in the organization (beta = 0.464,
0.266 and -0.145, respectively). Conversely, reward power
predicted to transactional leadership (beta = 0.205).
Key words:
Leadership styles, power styles, leader personality.
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