期刊名称：Australian Journal of Business and Management Research
电子版ISSN：1839-0846
出版年度：2020
卷号：5
期号：12
页码：27-52
DOI：10.52283/NSWRCA.AJBMR.20200512A03
语种：English
出版社：New South Wales Research Centre Australia (NSWRCA)
摘要：The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in ‘female’ compared to ‘male’. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.
