Participatory Leadership and Employee work commitment
The fast changes in global order must be anticipated by the company’s management in order to
be able to compete. This change affects the organizational system and the company’s leadership
style to improve their employees’ participation (Ariussanto, Tarigan, Sitepu, & Singh, 2020).
Ariussanto, et. al., (2020) investigated how leadership style determines the level of employees’
participation and empowers them in reaching the targets that have been determined by the
management. The data retrieval used a questionnaire from the employees of an animal feed
manufacturing company. The data retrieval technique was by using all the 50 employees of the
company. The data analysis of this study is using partial least square (PLS). The result of this
study was to find that leadership style has a significant influence on employee engagement and
work environment. Employee engagement and work environment impact significantly toward
the performance of the employees. The result of the study also shows that leadership style
cannot directly impact the performance of the employees, because leadership style is an
interaction between top management with the employees so that it needs.
A study by Zandi, Aslam, Selamat and Nasir, (2019) focused on the impact of Participative
leadership style and employees training on organizational productivity in the E&E sector of
Malaysia. The targeted population of this study contains employees and supervisors who are
currently working in E&E organizations and numbers of samples are 220. Probability sampling
technique is approached in this research and researcher get the feedback form quantitative
method to collect the data. Data were analysed using simple percentage and SPSS. The result
shown most significant and effective variable is participative leadership which affects the
organizational productivity more. All the variables have significant and positive effect on
organizational productivity, but participative leadership is more influential.
According to a study by Rana, Ka’ol, and Kirubi, (2019), assessed the extent to which
participative leadership style affects employee performance of coffee trading companies in
Kenya. The study was guided by the positivism philosophy and used a descriptive correlational
research design. The population for the study was 180 senior managers of coffee trading
companies in Kenya. Descriptive and inferential statistics were used to analyse the data. The
descriptive statistics included means and standard deviations. The inferential statistics included
Pearson’s correlation coefficients which were used to establish the relationships between
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variables, one way ANOVA which was used to test the differences between group means and
multiple linear regression analysis which was used to test the five hypotheses of the study. The
statistical software tool used for data analysis was Statistical Package for Social Sciences (SPSS)
Version 20. The results were summarized and presented in tables and in figures. Correlation results
showed a positive and significant relationship between participative leadership style and employee
performance, r (117) = 0.956, p< .05. Multiple linear regression analysis revealed that participative
leadership style significantly predicted employee performance, R2= 0.865, F (1, 115) = 735.111, p <
0.05, β = 0.943, p<.05 and therefore the null hypothesis that participative leadership style has no
significant effect on employee performance was rejected.
Akpoviroro, Kadiri, and Owotutu, (2018) examined the effect of participative leadership style
on employee’s productivity using Midland Galvanizing Product Limited (MIDGAL) Abeokuta,
Ogun State Nigeria. The study tried to find the extent to which participative leadership style
helps to improve employee’s productivity and bring out their best. The study made use three
hypotheses. Survey research design was adopted for the study. The sample for the study
comprised 62 staff of. The instrument titled “Participative Leadership Inventory (PLI)” was
used for the study. Data obtained from the questionnaire was analyzed using Chi-square
technique. The research indicates that exist a positive relationship between participating
leadership style and employee’s productivity. Also, the result shows that participatory
leadership style can be used as a motivational tool for workers. Based on the results of the
study, the study recommended that every organization should adopt participatory leadership
style as it boosts employee morale and enhance organizational productivity.
A study by Lor, and Hassan, (2017) examined the leadership influence on employee job
performance, in this case, in the jewelry industry in Malaysia. Various studies tried to examine
leadership style and its influence on employee performance, job performance, firm’s
performance, and commitment. The results were mixed, some are positive, and some are
negative. In the past, most of the research have taken various leadership styles that are cited
under different leadership theories. This study has selected leadership styles such as supportive,
participative, servant, transactional and transformational leadership styles as independent
variables that are assumed to have direct influence on employee job performance, which is the
dependent variable. A survey self-rating scale questionnaire was developed using past literature
to examine leadership styles and employee performance. A sample of 115 respondents was
recruited using simple random probability sampling technique. The collected data was recorded
and analyzed using SPSS 22.0. The finding shows that only supportive and transformational
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leadership behavior positively and significantly influences employee performance at workplace.
We found the other three leadership behavior such as servant, participative and transactional
leadership behaviors are not significant in influencing employee performance. Therefore, they
concluded that only transformational and supportive leadership behavior directly influences
employee performance.
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