The moderating role of leader distance on the relationship between leadership styles and organizational performance
In the current era, leaders serve organizations’ demands and fulfill consumers’ needs by encouraging their workforce to follow them. Hence, they abided to practice effective leadership styles to gain success in today’s demanding climate. The study aimed to explore the three contemporary leadership s...
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| Format: | Thesis |
| Language: | eng eng |
| Published: |
2022
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| Subjects: | |
| Online Access: | https://etd.uum.edu.my/10529/1/permission%20to%20deposit-grant%20the%20permission-828569_0001.pdf https://etd.uum.edu.my/10529/2/s828569_01.pdf |
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| Summary: | In the current era, leaders serve organizations’ demands and fulfill consumers’ needs by encouraging their workforce to follow them. Hence, they abided to practice effective leadership styles to gain success in today’s demanding climate. The study aimed to explore the three contemporary leadership styles: green, servant, and digital leadership, and test their relationship with organizational performance in the presence of leader distance as a moderator. Drawing on the literature from preceding articles, the study developed a framework and established the relationship between constructs with the support of the Resource-Based View (RBV) theory. The respondents were employees from Maybank Malaysia in Kedah and Perlis. SPSS software, diagnostic and statistical analyses are used. The results show that leadership styles such as servant leadership and digital leadership are correlated with organizational performance. However, findings reveal no relationship between green leadership and organizational performance. Furthermore, leader distance moderates the relationship between green, and servant leadership, and organizational performance. Moreover, the moderating relationship between digital leadership and organizational performance is partially supported. Implications, limitations, and future recommendations were also canvassed at the end of the research. |
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