Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap

Implicit leadership theory (ILT) examines leadership as seen by followers while other theories describe what leaders are or do. The main objective of this study is to identify ILT among Malaysian managers and the impact of the expectation gap on leader member exchange (LMX) quality and subsequent...

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Main Author:	Subramaniam, Anusuiya
Format:	Thesis
Language:	English English
Published:	2008
Subjects:	Leadership - Malaysia
Online Access:	http://psasir.upm.edu.my/id/eprint/8187/1/GSM_2008_10_%20IR.pdf
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id	my-upm-ir.8187
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spelling	my-upm-ir.81872023-12-18T07:09:34Z Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap 2008-08 Subramaniam, Anusuiya Implicit leadership theory (ILT) examines leadership as seen by followers while other theories describe what leaders are or do. The main objective of this study is to identify ILT among Malaysian managers and the impact of the expectation gap on leader member exchange (LMX) quality and subsequently on the perception of job satisfaction and turnover intention. This study's main research question is whether the different ethnic groups in Malaysia are associated with different ILT. The relationship between leadership expectation gap and the different ethnic groups in Malaysia was examined. The effect of demographic dissimilarities (differences in ethnic background and nationality of superior and subordinate) on the subordinates' leadership expectation gap is also tested. Duration of subordinates' relationship with the superior was included as a moderating variable in the leadership expectation gap - LMX quality relationships and also in the demographic dissimilarities - leadership expectation gap relationships. LMX quality was included as the mediating variable in the leadership expectation gap - work related outcomes (job satisfaction and turnover intention) relationships. The individual subordinates who work under the supervision of Malaysian and Japanese superiors were the units of analysis. The respondents were selected from Japanese MNCs listed in the Japan-Malaysia Trade Directory Web Page and the questionnaires were posted to employees of 5 Japanese MNCs listed in this directory. Purposive sampling was used. Out of 200 distributed questionnaires, 137 were completed and usable responses. The results reveal that the different ethnic groups in Malaysia are associated with different implicit leadership theories. Several results were contrary to expectations where demographic dissimilarities did not have an effect on the subordinates' leadership expectation gap. Duration of subordinates' relationship with the superior did have moderating effects on the leadership expectation gap - LMX quality relationships, but did not have moderating effects on the demographic dissimilarities - leadership expectation gap relationships. LMX quality partially mediates the leadership expectation gap-work-related outcomes (job satisfaction and turnover intention) relationships. From the preliminary search of literature, there seems to be no study that explored the Malaysian ILT. Thus, the present study provides a first real insight into the nature of ILT among Malaysian managers. It specifical1y examined the relationship between leadership expectation gap and LMX in Malaysia and its impact on job satisfaction and turnover intention. In conclusion, this study can be a stepping stone for other researchers to embark on studies concerning ILT in the Malaysian context. Leadership - Malaysia 2008-08 Thesis http://psasir.upm.edu.my/id/eprint/8187/ http://psasir.upm.edu.my/id/eprint/8187/1/GSM_2008_10_%20IR.pdf text en public masters Universiti Putra Malaysia Leadership - Malaysia Graduate School of Management Othman, Rozhan English
institution	Universiti Putra Malaysia
collection	PSAS Institutional Repository
language	English English
advisor	Othman, Rozhan
topic	Leadership - Malaysia
spellingShingle	Leadership - Malaysia Subramaniam, Anusuiya Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap
description	Implicit leadership theory (ILT) examines leadership as seen by followers while other theories describe what leaders are or do. The main objective of this study is to identify ILT among Malaysian managers and the impact of the expectation gap on leader member exchange (LMX) quality and subsequently on the perception of job satisfaction and turnover intention. This study's main research question is whether the different ethnic groups in Malaysia are associated with different ILT. The relationship between leadership expectation gap and the different ethnic groups in Malaysia was examined. The effect of demographic dissimilarities (differences in ethnic background and nationality of superior and subordinate) on the subordinates' leadership expectation gap is also tested. Duration of subordinates' relationship with the superior was included as a moderating variable in the leadership expectation gap - LMX quality relationships and also in the demographic dissimilarities - leadership expectation gap relationships. LMX quality was included as the mediating variable in the leadership expectation gap - work related outcomes (job satisfaction and turnover intention) relationships. The individual subordinates who work under the supervision of Malaysian and Japanese superiors were the units of analysis. The respondents were selected from Japanese MNCs listed in the Japan-Malaysia Trade Directory Web Page and the questionnaires were posted to employees of 5 Japanese MNCs listed in this directory. Purposive sampling was used. Out of 200 distributed questionnaires, 137 were completed and usable responses. The results reveal that the different ethnic groups in Malaysia are associated with different implicit leadership theories. Several results were contrary to expectations where demographic dissimilarities did not have an effect on the subordinates' leadership expectation gap. Duration of subordinates' relationship with the superior did have moderating effects on the leadership expectation gap - LMX quality relationships, but did not have moderating effects on the demographic dissimilarities - leadership expectation gap relationships. LMX quality partially mediates the leadership expectation gap-work-related outcomes (job satisfaction and turnover intention) relationships. From the preliminary search of literature, there seems to be no study that explored the Malaysian ILT. Thus, the present study provides a first real insight into the nature of ILT among Malaysian managers. It specifical1y examined the relationship between leadership expectation gap and LMX in Malaysia and its impact on job satisfaction and turnover intention. In conclusion, this study can be a stepping stone for other researchers to embark on studies concerning ILT in the Malaysian context.
format	Thesis
qualification_level	Master's degree
author	Subramaniam, Anusuiya
author_facet	Subramaniam, Anusuiya
author_sort	Subramaniam, Anusuiya
title	Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap
title_short	Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap
title_full	Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap
title_fullStr	Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap
title_full_unstemmed	Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap
title_sort	implicit leadership theory among malaysian managers and its impact on the leader-member expectation gap
granting_institution	Universiti Putra Malaysia
granting_department	Graduate School of Management
publishDate	2008
url	http://psasir.upm.edu.my/id/eprint/8187/1/GSM_2008_10_%20IR.pdf
_version_	1794018727120863232

Implicit Leadership Theory Among Malaysian Managers and its Impact on the Leader-Member Expectation Gap

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