Interaction Between Leaders And Followers As An Antecedent Of Job Performance: An Empirical Study In Malaysia
Azman Ismail (),
Chiong Siok Tiong,
Mohd Na’Eim Ajis and
Noor Faizzah Dollah
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Azman Ismail: Faculty of Defence & Management Studies, Defence National University of Malaysia (UPNM), Kuala Lumpur, Malaysia
Chiong Siok Tiong: Faculty of Defence & Management Studies, Defence National University of Malaysia (UPNM), Kuala Lumpur, Malaysia
Mohd Na’Eim Ajis: College of Law, Government and International Studies, Northern University of Malaysia (UUM), Kedah, Malaysia
Noor Faizzah Dollah: College of Law, Government and International Studies, Northern University of Malaysia (UUM), Kedah, Malaysia
Analele Stiintifice ale Universitatii "Alexandru Ioan Cuza" din Iasi - Stiinte Economice (1954-2015), 2010, vol. 57, 341-352
Organizational leadership literature highlights that interaction between leaders and followers has two major features: participative style and consultative style. The ability of leaders to properly implement such leadership styles has a significant impact on job performance. Even though the nature of this relationship has been studied, little is known about the role of interaction between leaders and followers as an antecedent of job performance people oriented leadership research literature. There-fore, this study was conducted to measure the effect of interaction between leaders and followers on job performance using 100 usable questionnaires gathered from employees who have worked in one one city based local authority in Sarawak, Malaysia. Outcomes of stepwise regression analysis showed two major findings: first, relationship between participative style significantly correlated with job performance. Second, relationship between consultative style significantly correlated with job performance. Further, this result demonstrates that interaction between leaders and followers does act as a full antecedent of job performance in the leadership behavior model of the studied organization. In addition, discussion, implications and conclusion are elaborated.
Keywords: Participative Style; Consultative Style and Job Performance. (search for similar items in EconPapers)
JEL-codes: L20 M12 M52 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:aic:journl:y:2010:v:57:p:341-352
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