Relationship between leadership personality types andudsource of power and leadership styles amongudmanagers

摘要

The aim of this study is to indentify the relationship between power style, personality dimension andudLeadership style. The sample of this study consists of 300 respondents from six selected company andudwere chosen by using simple random sampling. Quantitative method was used in this study and theuddata was collected by using questionnaire which consist of the Multifactor Leadership Questionnaireud(MLQx5), Rahim Power Inventory (RLPI) and Big Five Personality Questionnaire (BFPQ). Thisudquestionnaire was used to answer the research questions of leadership style based on leaders’ powerudand leaders’ personality among the managers. The reliability of the questionnaire was done by usingudCronbach alpha to find the internal consistency of the questionnaire through pilot study and it showsudthat the alpha ranged between 0.71 and 0.874. The result of this study shows that there was a positiveudcorrelation between transformational leadership style and expert and referent powers (r = 0.694 and r =ud0.544, respectively), negative correlation between transformational leadership style and legitimateudpower, coercive and reward powers (r = -0.428, 0.537, and -0.470 respectively), positive correlationudbetween transactional leadership style and reward power (r = 0.205). A result also shows thatudagreeableness, conscientiousness and openness to experience had a positive correlation withudtransformational leadership style (r = 0.268, 0.575 and 0.130, respectively). This study shows that expertudpower, conscientiousness and coercive power predicted transformational leadership in theudorganization (beta = 0.464, 0.266 and -0.145, respectively). Conversely, reward power predicted toudtransactional leadership (beta = 0.205).