Leadership Styles: A Comparative Analysis of PTD Officers and DG Officers in the Ministry of Education Malaysia

<p>The purpose of this study is to explore the leadership styles of middle level managers working in the Ministry of Education Malaysia. The middle level managers in this research are restricted to those from the Administrative and Diplomatic Officers Scheme of service (PTD: Skim Pegawai Tadbir dan Diplomatik) and Education Officers Scheme of service (DG: Skim Pegawai Perkhidmatan Pendidikan Siswazah/Bukan Siswazah). Leadership style, in this study, is defined as the extent to which a leader exhibits transformational, transactional and/or laissez-faire styles of leadership. This study adopts a mixed methods approach in helping to elicit information pertaining to the leadership styles of the PTD and DG middle level managers. A Multifactor Leadership Questionnaire (MLQ) 5x rater form is used in the quantitative strand while the qualitative part of this study utilises a standardised open-ended interview approach. A total of 122 respondents working in ten departments in the Ministry of Education answered the questionnaire while eight middle level managers (four PTD and four DG middle level managers) were interviewed. The results of both of the quantitative and qualitative strands indicate that the PTD and DG middle level managers showed more transformational leadership styles as compared to transactional leadership styles. In addition, the t-test reveals that the two groups of middle level managers do not show any significant differences in terms of their leadership styles. The findings also indicate that there were no significant differences in the perceptions of the overall transformational, transactional and laissez-faire leadership styles of the PTD middle level managers as perceived by their subordinates from different schemes of service. However, the same could not be said of DG middle level managers as their overall transformational as well as laissez-faire leadership styles indicate significant differences as perceived by subordinates from different schemes of service. This study will benefit the Malaysian public sector in understanding the different styles of leadership among middle level managers working in government organization. More specifically, this study is useful for understanding the similarities and differences of leadership styles of the DG and PTD middle level managers working in the Ministry of Education Malaysia.</p>

Leadership Styles: A Comparative Analysis of PTD Officers and DG Officers in the Ministry of Education Malaysia

<p>The purpose of this study is to explore the leadership styles of middle level managers working in the Ministry of Education Malaysia. The middle level managers in this research are restricted to those from the Administrative and Diplomatic Officers Scheme of service (PTD: Skim Pegawai Tadbir dan Diplomatik) and Education Officers Scheme of service (DG: Skim Pegawai Perkhidmatan Pendidikan Siswazah/Bukan Siswazah). Leadership style, in this study, is defined as the extent to which a leader exhibits transformational, transactional and/or laissez-faire styles of leadership. This study adopts a mixed methods approach in helping to elicit information pertaining to the leadership styles of the PTD and DG middle level managers. A Multifactor Leadership Questionnaire (MLQ) 5x rater form is used in the quantitative strand while the qualitative part of this study utilises a standardised open-ended interview approach. A total of 122 respondents working in ten departments in the Ministry of Education answered the questionnaire while eight middle level managers (four PTD and four DG middle level managers) were interviewed. The results of both of the quantitative and qualitative strands indicate that the PTD and DG middle level managers showed more transformational leadership styles as compared to transactional leadership styles. In addition, the t-test reveals that the two groups of middle level managers do not show any significant differences in terms of their leadership styles. The findings also indicate that there were no significant differences in the perceptions of the overall transformational, transactional and laissez-faire leadership styles of the PTD middle level managers as perceived by their subordinates from different schemes of service. However, the same could not be said of DG middle level managers as their overall transformational as well as laissez-faire leadership styles indicate significant differences as perceived by subordinates from different schemes of service. This study will benefit the Malaysian public sector in understanding the different styles of leadership among middle level managers working in government organization. More specifically, this study is useful for understanding the similarities and differences of leadership styles of the DG and PTD middle level managers working in the Ministry of Education Malaysia.</p>

Ethics Position and Leadership Style in a Mayor’s Office

Introduction: Recent cases of unethical behavior in organizations indicate the need to carry out empirical research about it. Objective: Determine the existence of a relationship between ethics and leadership, demanded by society and prescribed by various academic theories. Method: For this reason, through the conduction of non-experimental, cross-sectional, quantitative research, it is sought to make a process of falsification of the theoretical proposals in the context of a municipal mayoralty. In the development of the research, the responses of 219 leaders were satisfactorily received, answering questions from two psychometric instruments of wide recognition and academic validity, the Ethics Position Questionnaire and the Multifactor Leadership Questionnaire. They were carried out both through an exploratory data analysis and a confirmatory factor analysis, and a model of structural equations that tested the existence of a relation between the ethical position and the styles of leadership. Results: It was also possible to identify the influence exerted by the different ethical positions in each one of the styles of leadership in a local public administration. Conclusions: These findings facilitate the identification of ethical leadership models in local public organizations and contribute towards the empirical demonstration of the current discussion on the relationship between ethics and leadership in organizations.

Nivel de liderazgo transformacional, variables sociodemográficas y la experiencia pedagógica de los docentes universitarios

El propósito de la investigación, fue determinar el nivel de liderazgo transformacional y su relación con variables sociodemográficas y la experiencia pedagógica de los docentes de una universidad pública de México. Se utilizó un enfoque cuantitativo de alcance correlacional, con una población de estudio de 123 docentes y muestreo probabilístico. La recolección de datos se hizo mediante la aplicación del cuestionario Multifactor Leadership Questionnaire (MLQ) modificado, el cual es un instrumento validado para medir el liderazgo transformacional, con la técnica de encuesta personal. El instrumento constó con 60 reactivos y el análisis de datos se hizo mediante sistemas informáticos y estadística descriptiva y correlacional con la herramienta Statistical Package for the Social (SPSS). Dentro de los principales hallazgos, se encontró que los docentes se perciben con un nivel alto de liderazgo transformacional y que la edad, el género y la preparación académica, no se relacionan con el nivel de liderazgo transformacional de los docentes. De la misma manera, no se encontró relación entre la experiencia pedagógica y el liderazgo transformacional en los docentes de la universidad pública de México donde se aplicó el estudio. Los resultados servirán para proponer acciones tendientes a fortalecer el liderazgo transformacional en los docentes universitarios.

Gaya Kepimpinan Transformasi dan Efikasi Kendiri dalam kalangan Pemimpin

The purpose of this study is to identify the relationship between transformational leadership style and self-efficacy among leaders. Eighty leaders at a government agency in Johor Bahru were involved as the respondents. Quantitative methods were used for this study by using a set of 25-item questionnaires on transformational leadership style and self-efficacy. The Multifactor Leadership Questionnaire (MLQ) founded by Bass and Avolio (1992) was used to measure the transformational leadership styles, while the self-efficacy scale developed by Chen, Gully and Eden (2001) were used to measure the respondents’ self-efficacy. Data were analysed using descriptive statistics and inferences by using the Statistical Package for Social Science (SPSS) version 21. Overall, the results showed that the transformational leadership style among the respondent is at moderate level. The findings also showed that the respondents' self-efficacy level is high. Meanwhile, the Pearson Correlation analysis showed that there is a moderate and positive relationship between the transformational leadership style and leader’s self-efficacy. In conclusion, it was found that the transformational leadership style is related to leader’s self-efficacy. This findings from this research can be used as an empirical support for future studies in the leadership and self-efficacy field among leaders in government agencies di Malaysia.

Validation of the Norwegian Versions of the Implementation Leadership Scale (ILS) and the Multifactor Leadership Questionnaire (MLQ) in a Mental Health Care Setting

Background: The implementation of evidence-based practices (EBPs) is of crucial importance in health care institutions and requires effective management from the leaders. However, there is a lack of sufficient assessment tools to evaluate the degree to which the employees´ rate how well their leaders are at implementing EBPs. This emphasizes the need for a validated and widely used implementation scale for EBPs. Methods: The current study evaluated the psychometric properties of the Multifactor Leadership Questionnaire (MLQ) and the Implementation Leadership Scale (ILS) in a Norwegian mental health care setting. Results: Results from confirmatory factor analyses indicated that the MLQ and ILS were valid instruments for measuring general and implementation leadership. The scales demonstrated good convergent validity. In addition, attitudes towards EBPs did not seem to be associated with the ILS and the MLQ, further supporting the applicability of the instruments. Conclusions: The two scales demonstrate good psychometric properties in a Norwegian mental health care setting, which suggests that the MLQ and ILS are valid and reliable tools for measuring leadership in an implementation setting. More research is highly needed to disentangle the link between perceived leadership and objective measures of successful implementation of EBPs. Trial registration: NSD 690133, NSD 60059/3/OOS

Measuring leadership an assessment of the Multifactor Leadership Questionnaire

Although the most used measure of transformational leadership, the Multifactor Leadership Questionnaire (MLQ), has been the subject of intense scrutiny among leadership scholars, little interest has been shown in analyzing the relationship between its underlying constructs and / or their measures. The present study identifies a formative factor structure for most MLQ first-order factors, replacing the usual reflective model. We demonstrate the value of this structure using data from two different samples. First, we applied the MLQ to a sample of 129 police officers from the Catalan Police workforce. Second, we ran an online survey with 300 US citizens. We argue that three second-order factors (transformational, transactional, and laissez faire) should be used as emergent aggregate multidimensional models to describe three different leadership styles, challenging the ubiquitous multidimensional latent models favored in the extant literature. We then propose that transformational/charismatic leadership should be treated as a multidimensional emergent profile model, replacing the leadership development order of precedence, which is dominant in modern leadership research.

Estilo de liderazgo predominante en los empresarios agrícolas de la provincia de Chiclayo, región Lambayeque- Perú

Estudiar los estilos de liderazgo exige revisar una amplia literatura tratada en todo el mundo y por mucho tiempo con la intención de comprender la conducta del líder, y sin duda que se seguirá investigando en los diversos sectores sociales, económicos y políticos. El presente estudio tuvo como objetivo determinar el estilo de liderazgo predominante en una muestra de 270 empresarios agrícolas de la provincia de Chiclayo del Perú, como parte de un estudio macro, impulsado por la ONG Asociación de Agropecuarios La Montería – ASPAM. Se aplicó la versión adaptada al español del Multifactor Leadership Questionnaire - MLQ, construido por Avolio y Bass; posteriormente adaptado por Castro , Nader y Casullo en el 2004 y denominado CELID-A (cuestionario de los estilos de liderazgo-Autoliderazgo) (Solano, 2018). Los resultados indican como estilo de liderazgo predominante al estilo transformacional, puntuando bajo los estilos de liderazgo transaccional y el estilo Laissez-Faire. Permitió también conocer la asociación e interdependencia de los estilos transformacional, transaccional y el estilo laissez-faire. Así mismo, un análisis de dichas variables con los datos sociodemográficos permitió encontrar algunas asociaciones significativas.

EMOTIONAL INTELLIGENCE AND TRANSFORMATIONAL LEADERSHIP OF GYMNASIUM TEACHERS’

The article deals with the associations of transformational leadership of gymnasium teachers’ and their emotional intelligence. The operationalization of the concept of emotional intelligence in this study is viewed as the interaction of four determinants: Self-Emotional Appraisal (SEA); Others’ Emotional Appraisal (OEA); Regulation of Emotion (RE); Use of Emotion (UE). The aim of the article is to explore how profile gymnasium teachers’ transformational leadership is associated with their emotional intelligence dimensions. Wong and Law’s Emotional Intelligence Scale (WLEIS) was used to measure the emotional intelligence of gymnasium teachers. Multifactor Leadership Questionnaire (MLQ) was used in the research of leadership expression. The collected data were analyzed using structural equation modelling (SEM). The findings confirm that the transformational leadership is statistically significantly associated with emotional intelligence of gymnasium teachers from Lithuania. SEM analysis revealed that the use of emotions is statistically significantly associated with gymnasium teachers’ transformational leadership.

Adaptación y validación de la escala de liderazgo MLQ-5X al contexto educativo español

Desde la teoría del liderazgo transformacional, este estudio tenía como objetivo analizar las propiedades psicométricas de una versión adaptada al ámbito educativo del Multifactor Leadership Questionnaire (MLQ-5X). Un total de 1551 estudiantes españoles (M = 15,47 años ± 0,72; 679 chicos y 872 chicas) de 31 centros de enseñanza secundaria participaron en el estudio. El análisis factorial confirmatorio de la estructura inicial de nueve factores de la escala determinó la necesidad de eliminar dos ítems del factor dirección por excepción pasiva, agrupando en un solo factor el liderazgo pasivo. En un segundo modelo de ocho factores, se hallaron altas correlaciones entre los factores del liderazgo transformacional, señalando la necesidad de establecer un factor de primer orden. Finalmente, se testó un tercer modelo que obtuvo valores adecuados de validez y fiabilidad, que estaba compuesto por 34 ítems distribuidos en 4 factores principales (liderazgo transformacional, recompensa contingente, dirección por excepción activa y liderazgo pasivo) y 5 factores secundarios para el liderazgo transformacional (influencia idealizada conducta, influencia idealizada atribuida, motivación inspiracional, estimulación intelectual y consideración individualizada. Por tanto, la versión española del MLQ-5X en el ámbito educativo puede ser utilizada para evaluar el liderazgo transformacional de los docentes desde la percepción del alumnado. Drawing from the transformational leadership theory, this study aimed to analyze the psychometric properties of a version adapted to the educational environment of the Multifactor Leadership Questionnaire (MLQ-5X). A total of 1551 Spanish students (M = 15.47 years ± 0.72; 679 boys and 872 girls) from 31 secondary schools participated in the study. The confirmatory factor analysis of the initial structure of nine factors of the scale determined the need to eliminate two items of the direction by passive exception factor, grouping passive leadership into a single factor. In a second eight-factor model, high correlations were found between the factors of transformational leadership, indicating the need to establish a first-order factor. Finally, a third model was tested that obtained adequate values ​​of validity and reliability, which was composed of 34 items distributed in 4 main factors (transformational leadership, contingent reward, leadership by active exception and passive leadership) and 5 secondary factors for transformational leadership (idealized influence behavior, attributed idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Therefore, the Spanish version of the MLQ-5X in the educational field can be used to assess the transformational leadership of teachers from the perception of the students.