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Research Overview
- Chapter Overview
- Background of the Study
- Research Problem
- Research Questions
- Research Objectives
- General Research Objective
- Specific Research Objective
- Significance of the Study
- Chapter Layout
- Chapter Summary
To examine the relationship between leaders' idealized influence and academic performance in Malaysian public research universities. To examine the relationship between leaders' innovation and academic performance in Malaysian public research universities.
Literature Review
- Introduction
- Underlying Theories
- Transformational Leadership Theory
- Rogers’ Innovation Diffusion Theory
- Review of the Literature
- Academics Performance
- Leaders’ Idealised Influence
- Leaders’ Intellectual Stimulation
- Leaders’ Innovation
- Proposed Conceptual Framework
- Hypotheses Development
- Leaders’ Idealised Influence and Academics Performance
- Leaders’ Intellectual stimulation and Academics Performance
- Leaders’ Innovation and Academics Performance
- Chapter Summary
Intellectual stimulation is beneficial when the manager strives to maintain enthusiasm and strong motivation (Agyemang et al., 2017). According to Tajasom et al. 2015), an organization's innovation performance is significantly positively affected by idealized influence.
Research Methodology
- Introduction
- Research Design
- Data Collection Method
- Primary Data
- Secondary Data
- Sampling Design
- Target Population
- Sampling Frame and Sampling Location
- Sampling Elements
- Sampling Technique
- Sampling Size
- Research Instrument
- Questionnaire Design
- Pilot Test
- Construct Measurement
- Origin of Construct
- Operational Definition
- Scale of Measurement
- Data Processing
- Data Checking
- Data Editing
- Data Coding
- Data Transcribing
- Data Analysis
- Descriptive Analysis
- Reliability Analysis
- Inferential Analysis
- Chapter Summary
In this study, the likert scale should be related to the variables of section B to section E, where the respondent is required to choose any one starting from 1 (strongly disagree) to 5 (strongly agree) to find the majority of data on how independent variables affect academic performance in a Malaysian public research university. In this study, we linked the idealized influence of leaders, intellectual stimulation and innovation that have a significant relationship effect on academic performance in Malaysian public research universities.
Data Analysis
Introduction
Descriptive Analysis
- Respondent Demographic Profile
- University
- Gender
- Age
- Ethnic Group
- Highest Qualification
- Job Status
- Academic Position
- The Position/Post of Your Immediate Superior
- Years of Service in Current Institution
- Central Tendencies Measurement of Constructs
- Leaders’ Idealised Influence
- Leaders’ Intellectual Stimulation
- Leaders’ Innovation
- Academic Performance
The statement "My immediate leader takes a stand on difficult issues" has the highest standard deviation of 0.718. Based on the result, the statement "My immediate leader re-examines critical assumptions for appropriateness" has the highest mean value score of 4.43. 34 'My direct leader supports me when I do high-risk tasks' gets the lowest mean score of 4.28 but the highest standard deviation of 0.747.
My direct manager encouraged me to think outside the box" has the lowest standard deviation of 0.587. The statement "My direct manager focuses my competence (knowledge, skills and abilities) through organizational innovation activities" has the highest standard deviation of 0.696. While “My direct manager encourages self-discipline to improve through technological innovation activities” gets the lowest standard deviation of 0.622.
Scale Measurement
- Reliability Analysis
Inferential Analysis
- Pearson Correlation Coefficient Analysis
- Pearson Correlation Coefficient between Leaders’ Idealised Influence
- Pearson Correlation Coefficient between Leaders’ Intellectual
- Multiple Linear Regression Analysis
Thus, the relationship between leaders' idealized influence and academic performance in Malaysian public research universities is moderate. The relationship between leaders' idealized influence and academic performance in a Malaysian public research university is significant. Thus, the relationship between leaders' intellectual stimulation and academic performance in Malaysian public research universities is moderate.
The relationship between leaders' intellectual stimulation and academic performance in Malaysian public research universities is significant. Thus, the relationship between leaders' innovation and academic performance in Malaysian public research universities is moderate. The relationship between leaders' innovation and academic performance in Malaysian public research universities is significant.
Conclusion
The idealized influence of leaders (predictor variable) contributes the most to the variation of academic performance because the beta value (according to the standardized coefficients) is the largest (0.488) compared to other predictor variables, namely the intellectual stimulation of leaders and those of leaders. This indicates that when controlling for all other predictor variables in the model, the idealized influence of the leaders makes the strongest unique contribution to explaining the variation in academic performance. The intellectual stimulation of leaders (predictor variable) contributes second highest to the variation of academic performance because the beta value is the second largest (0.286) compared to other predictor variables, namely the idealized influence of leaders and the innovation of leaders.
This indicates that when all other predictor variables in the model are controlled for, leaders' intellectual stimulation has the second largest unique contribution to explaining the variation in academic achievement. Leaders' innovation (predictor variable) contributes the least to the variation of their academic performance, because the beta value is the smallest (-0.068) compared to leaders' idealized influence and leaders' intellectual stimulation. This indicates that when controlling for all other predictor variables in the model, leaders' innovation has the smallest contribution to explaining the variation in academic performance.
Discussion, Conclusion and Implications
Introduction
Summary of Statistical Analyses
- Descriptive Analysis
- Reliability Analysis
- Inferential Analysis
- Pearson Correlation Coefficient Analysis
- Multiple Liner Regression Analysis
Based on the research result in Chapter 4, the highest Cronbach value of variables is leaders' innovation which scored 0.914, so the 10 items that measure leaders' innovation are very good reliability. Next, leaders' intellectual stimulation has the second highest Cronbach's alpha value among variables, which is 0.895. Finally, all the variables' Cronbach's alpha values lie within the range of 0.80 and 0.95, all the variables in the questionnaire have a good and fair level of reliability and the degree of reliability aims to achieve moderate.
Correlation according to the Pearson Coefficient shows that each of the variables are positively correlated with each other because the 0.000 p-value is less than the alpha value of 0.01. The independent variable with the highest value of importance is the idealized influence of leaders, which has a value of 0.646. Next are intellectual stimulation and inventiveness of leaders, both of which have values of 0.590 and 0.448, respectively.
Discussions of Major Findings
- Leaders’ Idealised Influence
- Leaders’ Intellectual Stimulation
- Innovation and Employee Performance
Based on the research, the intellectual stimulation of leaders has a favorable influence on academic performance at Malaysian public research institutions. The leaders involve employees in problem solving by allowing them to review the decision making process. According to Khalil et al. 2018), employee performance improves when leaders promote and support employee creativity and innovation and motivate them to come up with brilliant ideas.
34; The demand for innovation in companies has led to a new focus on the role of leaders in determining the type and effectiveness of creative activities. and creative leadership (Sukkar & Diallo, 2021). Employees working on creative projects must focus entirely on the task at hand for long periods of time, which saps their energy and makes it difficult for them to maintain positive working relationships with co-workers (Policastro & Gardner, 1998).Finally, the adoption of some innovations may require staff members to perform some new tasks and practices that will increase their burden and make them feel stressed. and anxious (González & . Hernández, 2016; Zhang et al., 2018).
Implications of the Study
- Managerial Implication
The result is that workplace conflicts between innovative employees and their colleagues will increase as a result of colleagues' opposition to their innovative activities. In short, this essentially suggests that extreme novelty was predicted to be experienced by the academic staff in this study, which would be detrimental to their ability to do their jobs. It is suggested that the human resources department should strengthen and modernize the recruitment operating procedures in order to attract talents with idealized influence and intellectual stimulation.
Third, supervisors have the ability to boost work performance by establishing their position as a leader, exhibiting leadership behaviors, and developing leadership styles. This implies that supervisors should enhance their leadership skills with intellectual stimulation and idealized influence to achieve the desired outcome. Thus, when leadership styles are used effectively under certain circumstances, it will be more successful.
Limitations of the study
The third limitation is that this study consists of only three dependent variables and has no mediating variable. There are two components of transformational leadership involved in this study, which are idealized influence and intellectual stimulation. The low R-squared value for this research indicates that the regression model does not adequately account for the observed data.
There are more potential factors of leadership styles that are significant in influencing academic performance.
Recommendations for Future Research
Conclusion
The influence of the Malaysian public sector on the relationship between transformational leadership styles and career development. Barling J, Weber T, Kelloway EK (1996) Effects of transformational leadership training on attitudinal and financial outcomes: a field experiment. A theoretical model of transformational leadership and employee organizational identification: The role of organizational learning, organizational justice, and psychological empowerment.
Transformational leadership and employee engagement at a rural higher education institution in South Africa. Sahu S, Pathardikar A, Kumar A (2018) Transformational Leadership and Revenue:. mediating effects of employee engagement, employer branding and psychological attachment. Effect of Transformational Leadership and Transactional Leadership on the Performance of Employees of the Education Department of Konawe in Southeast Sulawesi Province.
Research Questionnaire
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Result of Data Analysis
Result of Descriptive Analysis
Respondent Demographic Profile
Central Tendencies Measurement of Constructs
II6 My immediate leader talks to us about his/her most important values and beliefs. IS7 My immediate supervisor encouraged me to think outside the box. I3 My immediate leader supports my competence (knowledge, skill and ability) to improve through technological innovation activities.
Result of Scale Measurement
Reliability Analysis (30 Respondents)
Cases Used Statistics are based on all cases with valid data for all variables in the procedure. Cases Used Statistics are based on all cases with valid data for all variables in the procedure. Item Deleted I1 My immediate manager. developing new innovation based on new technology is a. innovation activities improve teamwork between my colleague.
I5 My immediate leader motivates me to be involved in the technological. performance is improved by technological. knowledge, skill and ability) through organizational innovation activities.
Reliability Analysis (272 Respondents)
Result of Inferential Analysis
Pearson Correlation Coefficient Analysis
Multiple Linear Regression Analysis
