The Relationship of Transformational Leadership Style, Group Cohesiveness and Performance of Cooperatives Movement in Malaysia

The performance of cooperatives movement in Malaysia has shown a significant growth since it inception. In fact the cooperatives movement had played an important role in contributing to the national economic development. However, sustaining the performance of cooperatives movement in Malaysia remain...

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Main Author:	Mohd Zainol, Munshid Harun
Format:	Thesis
Language:	eng
Published:	2012
Subjects:	HD28-70 Management Industrial Management
Online Access:	https://etd.uum.edu.my/3780/1/s91226.pdf
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id	my-uum-etd.3780
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng
advisor	Mahmood, Rosli
topic	HD28-70 Management Industrial Management
spellingShingle	HD28-70 Management Industrial Management Mohd Zainol, Munshid Harun The Relationship of Transformational Leadership Style, Group Cohesiveness and Performance of Cooperatives Movement in Malaysia
description	The performance of cooperatives movement in Malaysia has shown a significant growth since it inception. In fact the cooperatives movement had played an important role in contributing to the national economic development. However, sustaining the performance of cooperatives movement in Malaysia remains critical, and it has been identified as one of the main issues that have left the movement relatively far behind other sectors. It has been highlighted that lack of competent leaders and management practice, quality of leadership styles that could not achieve the intended results and the low degree of cohesiveness are crucial shortcomings in the movement. Therefore, this study represents an attempt to evaluate the leadership style of cooperative leaders and how it is related to performance. This study also explored group cohesiveness as a mediator on the relationship between leadership style and performance. Specifically this study was to determine the relationship between transformational leadership and performance, and the mediating effect of group cohesiveness on the relationship between transformational leadership and performance in cooperatives movement. Participants in this study consisted of managers or leaders of cooperatives throughout Malaysia. The Statutory and Registration Department of Malaysia Co-operative Commission directory that listed all cooperatives in Malaysia was used to collect data. A total of 1095 questionnaires were sent to cooperative managers or leaders throughout Malaysia, and 371 usable responses were received giving a response rate of 34 percent. Regression analysis was used to test the relationships between transformational leadership, group cohesiveness and performance. The results revealed that transformational leadership style positively predicted group cohesiveness and performance. The results also supported the hypothesis that group cohesiveness significantly mediates the relationship between transformational leadership style and performance. The results of this study suggest that transformational leadership style will be more likely to help leaders dedicate themselves to the organization performance through developing a strong relationship among members in the cooperatives movement. Exhibiting a transformational leadership style is needed throughout the cooperatives movement since it has contributed to a greater performance and enhanced cohesiveness. This study also adds value to the current knowledge in terms of the importance of cooperatives movement in strengthening the degree of cohesiveness among cooperatives managers or leaders as its performance depends largely on it.
format	Thesis
qualification_name	Ph.D.
qualification_level	Doctorate
author	Mohd Zainol, Munshid Harun
author_facet	Mohd Zainol, Munshid Harun
author_sort	Mohd Zainol, Munshid Harun
title	The Relationship of Transformational Leadership Style, Group Cohesiveness and Performance of Cooperatives Movement in Malaysia
title_short	The Relationship of Transformational Leadership Style, Group Cohesiveness and Performance of Cooperatives Movement in Malaysia
title_full	The Relationship of Transformational Leadership Style, Group Cohesiveness and Performance of Cooperatives Movement in Malaysia
title_fullStr	The Relationship of Transformational Leadership Style, Group Cohesiveness and Performance of Cooperatives Movement in Malaysia
title_full_unstemmed	The Relationship of Transformational Leadership Style, Group Cohesiveness and Performance of Cooperatives Movement in Malaysia
title_sort	relationship of transformational leadership style, group cohesiveness and performance of cooperatives movement in malaysia
granting_institution	Universiti Utara Malaysia
granting_department	Othman Yeop Abdullah Graduate School of Business
publishDate	2012
url	https://etd.uum.edu.my/3780/1/s91226.pdf
_version_	1747827643969961984
spelling	my-uum-etd.37802016-04-20T02:38:16Z The Relationship of Transformational Leadership Style, Group Cohesiveness and Performance of Cooperatives Movement in Malaysia 2012 Mohd Zainol, Munshid Harun Mahmood, Rosli Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HD28-70 Management. Industrial Management The performance of cooperatives movement in Malaysia has shown a significant growth since it inception. In fact the cooperatives movement had played an important role in contributing to the national economic development. However, sustaining the performance of cooperatives movement in Malaysia remains critical, and it has been identified as one of the main issues that have left the movement relatively far behind other sectors. It has been highlighted that lack of competent leaders and management practice, quality of leadership styles that could not achieve the intended results and the low degree of cohesiveness are crucial shortcomings in the movement. Therefore, this study represents an attempt to evaluate the leadership style of cooperative leaders and how it is related to performance. This study also explored group cohesiveness as a mediator on the relationship between leadership style and performance. Specifically this study was to determine the relationship between transformational leadership and performance, and the mediating effect of group cohesiveness on the relationship between transformational leadership and performance in cooperatives movement. Participants in this study consisted of managers or leaders of cooperatives throughout Malaysia. The Statutory and Registration Department of Malaysia Co-operative Commission directory that listed all cooperatives in Malaysia was used to collect data. A total of 1095 questionnaires were sent to cooperative managers or leaders throughout Malaysia, and 371 usable responses were received giving a response rate of 34 percent. Regression analysis was used to test the relationships between transformational leadership, group cohesiveness and performance. The results revealed that transformational leadership style positively predicted group cohesiveness and performance. The results also supported the hypothesis that group cohesiveness significantly mediates the relationship between transformational leadership style and performance. The results of this study suggest that transformational leadership style will be more likely to help leaders dedicate themselves to the organization performance through developing a strong relationship among members in the cooperatives movement. Exhibiting a transformational leadership style is needed throughout the cooperatives movement since it has contributed to a greater performance and enhanced cohesiveness. This study also adds value to the current knowledge in terms of the importance of cooperatives movement in strengthening the degree of cohesiveness among cooperatives managers or leaders as its performance depends largely on it. 2012 Thesis https://etd.uum.edu.my/3780/ https://etd.uum.edu.my/3780/1/s91226.pdf text eng validuser Ph.D. doctoral Universiti Utara Malaysia Allen, R.S., & Helms, M.M. (2002). Employees perceptions of the relationship between strategy, rewards and organizational performance. Journal of Business Strategies, 19(2), 115-159. Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly, 14, 261-295 Armstrong, J.S., & Overton, T.S. (1977). 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