Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy

National security is one of the important aspects that Malaysian’s government was extremely concerned. Each year, certain amount of budget is allocated for national defence security purposes either for purchasing new equipments or providing training and development for the military. Many of the offi...

Full description

Saved in:

Bibliographic Details
Main Author:	Ismail, Othman
Format:	Thesis
Language:	eng eng
Published:	2011
Subjects:	HD28-70 Management Industrial Management
Online Access:	https://etd.uum.edu.my/3010/1/Ismail_Othman.pdf https://etd.uum.edu.my/3010/2/1.Ismail_Othman.pdf
Tags:	Add Tag No Tags, Be the first to tag this record!

id	my-uum-etd.3010
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Yaacob, Sabariah
topic	HD28-70 Management Industrial Management
spellingShingle	HD28-70 Management Industrial Management Ismail, Othman Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy
description	National security is one of the important aspects that Malaysian’s government was extremely concerned. Each year, certain amount of budget is allocated for national defence security purposes either for purchasing new equipments or providing training and development for the military. Many of the officers in military are sent to higher education learning institution to gain knowledge for themselves in order for them to build up their personal characteristic and better manage their followers. As a result, this research will provide depth insight to the importance and effects of transactional and transformational leadership style to the organizational performance. Primary data are collected through semi structured interviews with randomly chosen ship commanding officers. Meanwhile secondary data are collected from various sources such as from Royal Malaysian Navy Inspection Team’s report regarding the performance score of each chosen ship commanding officer. Results obtained shows that the combination of transactional and transformational leadership style’s characteristic achieved higher performance scores. Therefore, Royal Malaysian Navy (RMN) should recognize the leadership style which best fit for ship commanding officers in order to improve the organizational effectiveness, efficiency and performance.
format	Thesis
qualification_name	masters
qualification_level	Master's degree
author	Ismail, Othman
author_facet	Ismail, Othman
author_sort	Ismail, Othman
title	Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy
title_short	Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy
title_full	Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy
title_fullStr	Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy
title_full_unstemmed	Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy
title_sort	effect of leadership style toward organizational performance: a case study of royal malaysian navy
granting_institution	Universiti Utara Malaysia
granting_department	College of Business (COB)
publishDate	2011
url	https://etd.uum.edu.my/3010/1/Ismail_Othman.pdf https://etd.uum.edu.my/3010/2/1.Ismail_Othman.pdf
_version_	1747827479384424448
spelling	my-uum-etd.30102016-04-19T00:59:32Z Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy 2011 Ismail, Othman Yaacob, Sabariah College of Business (COB) College of Business HD28-70 Management. Industrial Management National security is one of the important aspects that Malaysian’s government was extremely concerned. Each year, certain amount of budget is allocated for national defence security purposes either for purchasing new equipments or providing training and development for the military. Many of the officers in military are sent to higher education learning institution to gain knowledge for themselves in order for them to build up their personal characteristic and better manage their followers. As a result, this research will provide depth insight to the importance and effects of transactional and transformational leadership style to the organizational performance. Primary data are collected through semi structured interviews with randomly chosen ship commanding officers. Meanwhile secondary data are collected from various sources such as from Royal Malaysian Navy Inspection Team’s report regarding the performance score of each chosen ship commanding officer. Results obtained shows that the combination of transactional and transformational leadership style’s characteristic achieved higher performance scores. Therefore, Royal Malaysian Navy (RMN) should recognize the leadership style which best fit for ship commanding officers in order to improve the organizational effectiveness, efficiency and performance. 2011 Thesis https://etd.uum.edu.my/3010/ https://etd.uum.edu.my/3010/1/Ismail_Othman.pdf application/pdf eng validuser https://etd.uum.edu.my/3010/2/1.Ismail_Othman.pdf application/pdf eng public masters masters Universiti Utara Malaysia Adair, J. (1983). “Effective Leadership”. Gower, London. RMN Fleet (2011). Retrieved 9th May 2011 from: http://www.navy.mil.my/index.php/mengenai-kami/markas/326-markas-armada Bass, B. M. (1985). “Leadership and performance beyond expectations”. New York: The Free Press. Behling, O. and Mc Fillen, J.M. (1996). A Syncretical Model Of Charismatic/ Transformational Leadership. Group and Organization Management, Vol. 21 (2), pp 163-191. Bennis, W. (1982). “Avalance Journal”, Lubbock, Texas. November 19. Burns, J. M. (1978). “Leadership”. New York: Harper & Row. Campbell JP (1977). “On the natural of organizational effectiveness”, In Goodman PS , Pennings JM (Eds.), New Perspectives on Organizational Effectiveness, Jossey-Bass, San Francisco, CA., 2:13-55 Carlson, D. S. & Perrewe, P. L. (1995). “Institutionalization of Organizational Ethics Through Transformational Leadership”. Journal of Business Ethics, 14(1), 829-839. Colorado State University (2011). An introduction to content analysis. Retrieved 25th May 2011 from: http://writing.colostate.edu/guides/research/content/pop2a.cfm Covey, S. (1992).” Principle-Centered Leadership”. Simon and Schuster. Elenkov DS (2002). Effects of leadership on organizational performance in Russian companies. J. Bus. Res., 55(6): 467-480. Emory, C.R. & Cooper, D.R. *1991), “Research Business Methods”. (Fourth edition). Irwin: Homewood, II. Goleman, D. (1995). “Emotional Intelligence”, Bantam Books, New York, p. 194. Goleman, D. (1998). “What makes a leader?” Harvard Business Review, November – December. P’s 93-102. Emory, C.R. & Cooper, D.R. (1991), Research Business Methods. (Fourth edition). Irwin: Homewood, II. Halpin and Winer In Armstrong, M. (1992). “A Handbook of Personnel Management Practice (Ed. 4)”. Kogan Page, London. Hair, J., Money, A.H., Samouel, P., and Page, M. (2007). “Reseach Methods for Business”. United States: John Wiley and Sons Ltd. Hickman, G. R. (1997). Transforming organizations to transform society. “In Kellogg Leadership Studies Project”. Transformational Leadership Working Papers. The James MacGregor Burns Academy of Leadership. Huang LS (2006). Transformational leadership has effect on organizational performance: the organizational culture as an intermediary variable. Unpublished master's thesis, National Taipei University, Taipei, Taiwan. Kaplan, RS., and Norton, D.P.(1992) “The balanced scorecard – measures that drive performance,” Harvard Business Review, January-February, 71-9. Kaplan, RS., and Norton, DP.(1993), “Putting the balanced scorecard to work,” Harvard Business Review, September- October, 134-47. Kaplan, RS., and Norton, DP,(1996), “Using the balanced scorecard as a strategic management system,” Harvard Business Review, January-February, 75-85. Kirby, J. (2005). “Toward a theory of high performance,” Harvard Business Review, July-August: 30– 39. Koontz, H., and Weihrich, H. (1988).”Management (Ed. 9)”. Mcgraw-Hill, USA. Kotter, J. (1990). “A force for change”. New York: Free Press Lt Marzuki bin Abdullah (2011). “Disease” in the Armed Forces”. Retrieved 9th May 2011 from: http://apps.intan.my/accsm/Acsw%202007/2007%20MTCP%20Edited/%E2% 0%9CDisease%E2%80%9D%20in%20the%20Armed%20Forces/ASEAN%2 Case%20Studies%20WorkshopMTCP/Disease%20in%20the%20Armed%20 Forces%20Case.pdf March, J. G., & Sutton, R. I. 1997. “Organizational performance as a dependent Variable”.Organization Science, 8: 698–706. Massie, J. L. (1979). “Essentials of Management”. Prentice-Hall, Englewood Cliffs, NJ, USA. Mc Daniel, C. and Wolf, G.A. (1992). “Transformational leadership in nursing science: a test of theory”. Journal of Nursing Administration. Vol. 22: pp 60- 65. Mustafa, A. (2008). Case Study Method Theory and Practice: Research and Management Approaches. India: Atlantic Publishers and Distributors (P) Ltd. Pawar, B.S., & Eastman, K.K, (1997). The Nature and Implications of Contextual Influences on Transformational Leadership: A Conceptual Examination. The Academy of Management Review, 22 Pritzker, M. (2001). “The relationship among CEO dispositional attributes, transformational leadership behaviors and performance effectiveness”. Unpublished Dissertation, Chicago, Illinois. Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management. Robert L.M. (2004). A Comparative Analysis of Leadership Skills: Military, Corporate, and Educational as a Basis for Diagnostic Principal Assessment Retrieved 15 July 2011 from: http://idea.library.drexel.edu/bitstream/1860/315/8/manning_robert_thesis.pdf Royal Malaysian Navy (2011). “The mission of the Royal Malaysian Navy”. Retrieved 22nd May 2011 from: http://www.navy.mil.my/ Seidel, J.V. (1998). “Qualitative data analysis”. Retrieved 25th May 2011 from: http://www.qualisresearch.com Sun R.Y. (2002). The relationship among the leadership style, organizational culture and organizational effectiveness based on competing value framework: An empirical study for the institute of technology in Taiwan. Unpublished doctoral dissertation, National Taipei University, Taipei, Taiwan. Tere, R. (2006). “Qualitative data analysis”. Retrieved 25th May 2011 from: http://e-articles.info.e.a.title/QUALITATIVE-DARA-ANALYSIS/ Terry GR (1960). “Principles of Management”(3th ed.).Homewood, Ill.: Richard, D. I. Tichy N.M., & Ulrich, D.O., (1984). “The Leadership Challenge – The Call for the Transformational Leader”. Sloan Management Review, 26, 1 Waddock, A. S., & Post, J. M. (1991). “Social entrepreneurship and analytic change”. Public Administration Review, 51(5), 393-401. Weber, M. (1947). “The theory of social and economic organization”. New York : Oxford University Press. Weiss, W. H. (2003). Effective leadership : “what are the requisites?” Supervision. 61: 3-6. Yammarino, F.J., Spangler, W.D. and Bass, B.M. (1993), “Transformational Leadership and performance: a longitudinal investigation”, Leadership Quarterly, Vol. 4 No. 1, pp. 81-102. Zaleznik, A. (1977). “Managers and Leaders: Are They Different? Harvard Business \ Review.

Effect of Leadership Style Toward Organizational Performance: A Case Study of Royal Malaysian Navy

Similar Items