The Influence of Social Power, Inspirational Motivation, Idealized Influence and Attribute Charisma on Manager’s Leadership Effectiveness

Authors

  • Syukrina Alini Mat Ali
  • Erne Suzila Kassim
  • Aida Shekh Omar

Abstract

Leadership is a topic that has been studied extensively from various perspectives. Among significance and abundance leadership topics include leadership styles, how different styles would influence employees’ job satisfaction and commitment, and also how the styles would derive the organizational performance. One of the recent developments is the study on how leaders could influence their subordinates’ perception towards their leadership capability. As leaders and leaderships are the important aspect that synergize subordinates’ motivation and shape the organizations, it is imperative to investigate what factors could determine subordinates’ perception on their managers as leaders. Therefore, this study aims to answer the question of what roles do attribute charisma, idealized influence, inspirational motivation and social power play in shaping the subordinates’ perception towards their managers’ leadership capability. While the issue could be studied nationwide, this study focused on employees at selected organizations in Malaysia. Using the G*Power 3.1 to calculate the sample size, a sample of 74 employees was suggested and the researchers decided to double the number. Using the purposive sampling method, 140 responses were used for analysis. The items were adapted from Multifactor Leadership Questionnaire (MLQ) and Work Preference Inventory (WPI). Results of the structural model suggest social power and attributed charisma are the significant predictors to leadership effectiveness. The study contributes to the understanding of improving the magnitude of subordinate-leader relationship, especially when social power and motivation are critical in building effective leadership.

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Published

2020-02-01

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Section

Articles