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Transformational Leadership and Subordinate’s Work Performance in Penang Private Higher Learning Institutions

Author

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  • Ying-Leh Ling

    (Mathematics, Science and Computer Department, Politeknik Kuching Sarawak, Kuching, 93050, Malaysia)

  • Sun-Sun Ho

    (School of Education, Humanities, and Social Sciences, Wawasan Open University, Penang, 10050, Malaysia)

Abstract

Malaysia’s private higher education institutions (HEIs) aim to provide high-quality teaching to shape and generate the nation’s human capital for its development. Due to competition among HEIs, the institution has been pressured to provide high-quality education to maintain its long-term viability. In this regard, private HEIs need leaders who can drive change to overcome all obstacles, especially in terms of improving the performance of academics and the organization. As a result, the study’s main aim is to investigate the relationship between transformative leadership and employee work performance. The research group believes that the findings of the study will contribute to theoretical knowledge, with the combination of transformational leadership traits and job performance providing a new approach to labour market research. Data were obtained from 109 respondents from three private HEIs in Penang using quantitative research methods based on purposive sampling for descriptive and inferential analysis. The Bass and Avolio Multifactor Leadership Questionnaire Form 6S (MLQ-6S) for transformational leadership (1985) and the Individual Work Performance Questionnaire (IWPQ) to assess individual work performance were used in this study. According to the findings, transformational leadership has a good and significant relationship with job performance. Specifically, dimensions of ideal influence, inspirational motivation, individual consideration, and intellectual stimulation are four aspects of the transformational leadership style that have a positive effect on employee work performance. Consequently, leaders and managers should model this behaviour in the workplace.

Suggested Citation

  • Ying-Leh Ling & Sun-Sun Ho, 2022. "Transformational Leadership and Subordinate’s Work Performance in Penang Private Higher Learning Institutions," International Journal of Research and Scientific Innovation, International Journal of Research and Scientific Innovation (IJRSI), vol. 9(12), pages 78-84, December.
    • Handle: RePEc:bjc:journl:v:9:y:2022:i:12:p:78-84
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    References listed on IDEAS

    as
    1. Linda Koopmans & Claire Bernaards & Vincent Hildebrandt & Stef van Buuren & Allard J. van der Beek & Henrica C.W. de Vet, 2013. "Development of an individual work performance questionnaire," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 62(1), pages 6-28, January.
    2. Hammad Tahir, 2015. "Leadership Style And Organizational Performance: A Comparative Study Between Transformational And Transactional Leadership Styles," IBT Journal of Business Studies (JBS), Ilma University, Faculty of Management Science, vol. 11(2), pages 257-274.
    3. Emanuela Ingusci & Paola Spagnoli & Margherita Zito & Lara Colombo & Claudio G. Cortese, 2019. "Seeking Challenges, Individual Adaptability and Career Growth in the Relationship between Workload and Contextual Performance: A Two-Wave Study," Sustainability, MDPI, vol. 11(2), pages 1-13, January.
    4. Hammad Tahir, 2015. "Leadership Style And Organizational Performance: A Comparative Study Between Transformational And Transactional Leadership Styles," IBT Journal of Business Studies (JBS), Ilma University, Faculty of Management Science, vol. 11(2), pages 11-19.
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