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A STUDY OF LEADERSHIP IN THE HIERARCHY OF MANAGERS IN MALAYSIAN

MULTINATIONAL MANUFACTURING INDUSTRIES

Article · June 2010

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 A STUDY OF LEADERSHIP IN THB HIERARCHY OF
MANAGERS IN MALAYSIAN MULTINATIONAL
MANUFACTURING INDUSTRIES

Md. Aminul Islam,x Farid Ahammad Sobhanixx

and Ravindranath Gopinathan Nair*xx

ABSTRACT
The obiective of this study was to identifl the Adoption Levels of Leadership Factors ancl
lcadersltip Styles by the Hierarchy of Managers. These Adoption Levels were usetl to assess
whether they prevented a company from moving forward, or whether they created motivational
problems within the employees of the organisation. The first Research Question investigated
whetlter the Adoption of Leadership Factors by the Hierarchy of Managers preventecl the
organisation from moving forward. The second Research Qqestion investigatecl whether the
adoption of l*adership Styles by the Hierdrchy of Managers created motivational problems
within the employees of the organisation. These two Research Questions were investigatey'
further via questionnaires distributed to a population that was segregated into the two
levels of managerial hierarchy.
A Qualitative approach was used in the analysis of the findings, supportecr b, Retiabiliq,
and Descriptive statistics. The results obtained from the first
ryrt of the studlt dealt with the
adoption level of Bass and Avolio's Leadership Factors. Top M'anagers adopted about 70Vo
of the questions asked, versus the 30Vo adoption level scorecl by Midctle/First Level
Managers. In the second part of the sttudy, we investigated the adoption'level of Blake and
Mouton's Leadership Styles. Top Managers and Middle / First Level Managers were
founcl
ta be Team Players, although the Top Managers were found to be less-People Oriented, and
more Task Oriented. As a result of the study, a set of guidelines were generated tlmt wottlcl
be the basis for the Tbp Managers and Middle/First Level Managers to teach themselves
Ieadership skills. The research has demonstrated that tlrc adoption of leadership
factors
and leadership sry145 is an observable and learnable set of practices. Tlrc specific skills
an<l behavior.trs that need'to be adopted to assume transformational leadersltip roles were

' School of Business, Center for Communication Skills ancl Entrepreneulship, Universiti Malaysia perlis,
Ltalaysia. email: amin@unimap.edu.my
r* Associatc Ptofessor, Intemational Islamic University Chittagong Banglactesh. Email: sobhani_faricl@yahoo.com
x School of Post Grtrduate Studies, Otympia College Penang, Malaysia.Email: nair_tavi2oog@yahoo.com
l4 Md.Amirutllslam,FaridAhanunadSoblunianclRavindranathGopinathanNair

that leadership is tlot sofitethinS

icletttified vict tlrc questiottnaires. It
lrus
.tlentonstrater)
people'
,n1'stiiot tlutt cannot be ttnelerstood b1'ordinary
factors' Hierarchy of Managers' Adoption
I(eyrvords: Leadership styles, Leadership
levels of leadershiP factors'

Differentpeopleperformdifferentfunctionsatdifferenttimes.Thefunctionsperformed
by managem o." i*pJnoniror.t'o*. well
the.d:p-^1*"::Iill';"i""J.n:*
rhar departmental and cor?orate targets are *::"i^:TXl:lJ::
rret' Managers at
:L'Hl1i||Jo,'"#'i" ensure job responsib,ities. At each of these managerial
differe,t levers of the organisation have differe,t to focus
levels, they would require different set
of skills due to the different roles they need
in the ltierrtrclry of
upon. As such, this study attempted
to inr"rtigut" the aspect of leadership
of
this element amongst the various hierarchies
managcrs. It had been decided to researcl-r revels of
Manufacturing I,dustries. Their adoption
managers in the Malaysian Multinational industry'
were examined' within the scope of this
leaclership factors andieadership styles
I-evels of Leadership
'lhe rnain objectives of this research is to identify the Adoption
Levels prevent
and to &ssess rvhether these Adoption
Factors by the I{ierarchy of Managers, Leldershin Styles
oro to identify the Adoption Levels,of
an organisation rro* .&ing forwJrd motivational
assess whethei these Adoption
Levels create
by the Hierarchy of Managei's, and to
organisation'
probterns within the employees of the of the
the main concerns that leacl to the derivation
The following two questions represent and
research questions fbr tlhe ,"r"nr.h,
wltat prevetlts a conlpant' from trtovirtg' forward;
wlrcrt creates motivational probletn,
*ithi'' tlte entplot'ees o-f the organiscrtion? fhere
factor is the
questions above' but a definite critical
could be several answers to these two
peoplewlroworkto,tt,"company.ThesepeoplecanberoughlydividedbetweenTop
Management,I\{anagersandtheWorkers.TopManagement,staskwoulclbetoputthe 'Ihe Managers
long-term strategies for proper direction'
cornpany in p"r.p""til,e by formulating
ani th.e workers and have the task of
are squeezed i, between tne rop tvtanig.rr.n,
interprctirrgtltesestrategiesinawaythatth"eycrnbetranslatedintopracticalplarrs.Managers that these
$ ill necd to make sure that these plans
n." .*".uttd by the workers' and to ensure
as andrvhen necessary' Managers
ilfe therefore
plans are continuously evaluated and revised of putting into
and the workers' They have the task
the link between the Top Management of the
level, and are responsible for the results
elfect u,hat has been clecided by the higher of cut'rent
rrcrull achievelnents, and are the key ones
to inform the Top Managemetrt
to the
the leverage to propose their own ideas
r:rformance ler,els. The Managers also have
T: n \lrinagetnent'
Managers have many varied responsibilities'
l'h,-r:fore. both these Top Management arnd
on hancl' In order to handle
--- - . ;-'. ::,';it :llld r',iIl act
accordingiy depending on tll situation
:-':--Ir-i'.lre:pc-rllsibilities,thesetwohierarchiesofmanagementwillneedtoarlopt
sryles' The leadership factors oI
I]ass and
- -' .-,.,- ''-.': ,:' -.1.rrl'-s atld varicus leatler'ship bc aclopted to enal-llc
of Blake and Mouton (1985) rlay
.:- ..:.: ::1., l;rJer<hrp stl lu.s
 . -irrrr/-r' of I'earlership in the Hierarchy of Managers in Malaysian ... 15

:r-se respollsibilities to be carried out. Thus, the first part of the research question: Doe.s the
:.,loption Let,el of Leadership Factors by the Hierarchy of Managers Prevent the
r)rganisation from Moving Forward? Managers at different levels of hierarchy may exhibit
::iferent levels of skills in the execution of their respective tasks. These skills may be
-:lresented by a series of Leadership Factors and the level of adoption of these factors by the
:.lterent hierarchies of management may have an impact on the progress of an organisation.
-r performing the above responsibilities, managers would take a specific approach or adopt a
.mcific behaviour in handling situations. What makes them act the way they do in certain
:iruations? Therefore, this brings us to the second part of the research question: Does tlrc
-tloption Level of Leadership Styles'by the Hierarclry of Managers Create Motivcuional
Problerns Within the Employees o.f the Organisation? Each level of the management
:.rerarchy would have a preferred approach in embracing the behavioural characterlstics. As
r,ne move up the hierarchy of an organisation, we would expect them to assume a lrore
-ople-oriented (or soft) approach, placing less emphasis of the detail tasks and the elements
: i management would be fewer tasks and tactical oriented. Employees may have motivational
:roblems if these patterns of shift in leadership styles are not evident.
Literature Ileview
The research title involved the study of leadership in the hierarchy of t-nanagers in
\lalaysian multinational manufacturing industries. This chapter will review the three main
rnrer-related elements of the research topic, namely the: hierarchy of managers, adoption of
.:aclership factors and adoption of leader.ship styles. Several leadership theories were
rnrestigated and we will attempt to converge the scope of this dissertation to facilitate tlie
:rsis of the research material needed to identify the leadership factors and leadership styles
rdopted by the hierarchy of managers.
The Hierarchy of Managers
Stuart Crainer (1988) defined managers as "someone who works with and through other
people by coordinating their work activities in order to accomplish organisational goals".
Pamela S. Lewis (1998) stated that managers can be found on different levels, or hierarchies,
rn organisations. Top Managers are CEOs, Managing Directors and General Managers with
i:e responsibility of more than one depaftment, who will have Functional Managers reporting
ro rhem. The top managers may not have special or detailed knowledge of the workings of
:rch clepartment, as their main responsibilities are to provide strategic direction for the
,:,rganisation, make big decisions, suppoft and control the functional managers. Functional
\lanagers are responsible for a workgroup or departrnent, such as accottnting, nrarketing. or
:neineering department. They will often have specialized technical skills related to the work of
lhe department, ancl they are therefore mainly focused on this parl of the organisation, rather
:han having a more broad focus such as top managers do. Functional managers are therl agaitt
d5 idecl between Middte tnanagers, whose resporisibilities will include planning and allocating
:esources, coordinating independenl groups and representing staff, and First-line tnan(tger,
,.',
hose responsibilities will include managing individual petformances and instructing subordinates.

Global Journal of Business Management

I
 These three hrerarchres of managers apply mostly to medium
or large-sized organisarrons,
as obviousiy smaller organisations do not need such a hierarchy.
These hierarchies are also
only a general lllustration, as the skills and roles required of managers at
different levels of the
organisational hierarchy vary just as their job responsibilities vary. In
other words, managers
at different levels have different job responsibilities and therefore require
different skills and
focus on different sets of managerial roles.
So, the next question arises from Pamela S. Lewis' hierarchies of management
in an
organisation: "l4tho are the managers and v)ho are the leaders in an organisation?,'.
The
top manager has the role of establishing the organisational mission and to
tbrmulate the
necessary strategies required to implement them. He is refeffed to
as the Leader. The middle
managers and first-line managers are given the role of implementing
these strategies. They
are referred to as Managers. Tom Peters (1988) gives a .u*.nury of
the main Jifferences
between leaders
",
1 Envisigns ' , ,,1 Administrates
'
2 Leads.Change Manages Change
J Artful , l Scientific
4 Ens-ureslCommitmgnt Ensures Compliance
5 Encompassing . : Directed
6 Tactical
7 Communicates : Communicates
8 Createe Enviionment Envi ron nnent C o nl"ol hd
I Risk,Teksr Risk AvoiCance

Thble l: Summary between Leaders and \fian3r6r\

Kreitner, R., and Kinicki, A. (199S) attempts ro pror

- -3sirLrn bv the
following illustration in Figure I below, which is a further

ROLES
t:tlG,ra!!.sh I fffiG;F
F.'r
j;- [Organisational]+
[iVission /
|
\lmp{errr*=--€ i-'{r r* LE \DER

r-- f

Operational Emplor ees

Figure l; Leaden and \laar!.r I-ll r rr:,

Vol. 4, No. 1. June 20i0

 in Malaysian
t1
of Leadership irt the Hierarchl, of Managers
'
. -irrrr/.],

I General Overview on Managers and Leadersh'ip

managers
and leadership as a role' implying that
\4anagement is often described as a'Job" their job
power purely thror"rgh
::: not necessarily leaders, Managers acquire their positional
',:.:.rvhereasleadersaredefinedbyRavenandRuuin(1976)aS..Someonewhooccttpiesa
with the role expectation of the position
:"- sition in a group, influences others in accordance
itself and reaching its goal"' I-eaders can
.:.J coordinates and directs the group in maintaining natural qttalities
=-rn tlreir position
through either: Position - iob liile,', rank' Personality -
a definition of a leader
-r,i KttowledSe - teclmical or professio,o/. S"a,, (1i988) provided
I

settles disputes' encourages people'

r. cne who initiates action, gives orders, makes decisions, activity' IIe concluded that a
. : rnodel for group membJrs, and is always in the forefro.nt :f
not be a leader'
:",ler may not be a manager' and a manager may
is a complex process by which a
r\ccording to Bateman and Snell (1g99), leadership organisation
mission, task' or objectives and directs the
:trrson influences others to accomplish a
:. 3 way that makes it more unit.o and converged.
A person canies out this process by
.:niringhisorherleadershipattributes,whichma=yUeaculminationofbelief'values'ethics' you
position of a managel or suRelyisor,gives
::rracrer, knowledge, and skills. Although the
organisation' this task may not
r,t authority to accomplish certain tasks and objectives in the
'.;;essarilymakeyoualeader...itsimplymakesyoutheboss.Leadershiprnakespeoplewant
on the other iand, bosses tell people to
accomplish
-: :chieve high goals and objectives, while,
- :rsk or objective.
with followers and how they can
Lunday (1990) defines leadership as being concerned
completing their assigned tasks' It looks
at
:rsr meet leaders' needs, while at the same tirie
and one or more subordinates' I-ucio and
-:.i interpersonal interactions between a leader of supervisiotr, found in all positions of
].1;\eil (lglg)pointed out that the common dimensiorr
objectives, help others contribute to this
.:dership, is the ability to perceive desirable "id :: on
, "sron and to act in uc.oidonce to it.
Their focus, as is with most writers, centers
abilities of the person to make
-:dersranding leadership based on the individual traits or the
to lead a project' organisation or special
:rngs happen. Thus, o *peruisor or leader is selected
following a specific set of behaviours' on the
.::,rrt. and he or she can accomplish this task by
is more than a sct of skills' when he
-ier hand, Bennis (1989) pointed out that leadership
or she is walking around in borrowed clothes'
.::ued that until an individual owns up to life, he
-:iders. regardless of their field of expeftise, are macle up as much for their experience as
must include the
.:: rheir skills, like everyone else. He argued that leaclership.development
.:,,, rronmental experiences as well as u
p"iron', individual skills' [Ie also stated an interesting
showed
:-3te cr that pointed to people's habits and
their ability to learn' as they grow older' I'Ie
leaders become mastlrs of their habits and
they have the ability to unlearn tliings to
:.:i
.::lrlly releatn new experiences'
for change in order
HeifetzandLaurie(1998)arguedthatleadershavetoSeeaContext
of the history of the enterprlsc'
:: --i3ate change. They should giveemployees a strong sense
about the currellt market forces at
:-lr:ularly about thebest of its past, as well as an idea
Gtobal Journal of Business Management
 Noir
lg Md. Antinrl Islam, Farid Ahamnrucl Soblruni and Ravindran(tth Gopinathatt

must be able to
work and the rcspousibility people must take in shaping the future' Leaders
atrd watch for
identify struggles over values and porver' recognise pattern of work avoidance'
Helfetz and Laurie also
the many other functional and dysfunctional reactions to change'
the state for shaping the future'
touched on the critical role of the environment and how it sets
and grow' as a
This is especially true u'hen laying the foundation for leadership to emerge
r.esult of a positive and suppofiit e culture built by the top
leadership. In a nutshel[, trnderstanding
be more supportive and
the ueed to change the cultut'e or enl'ironment of an organisatiott to
in allo$'ing leadc'rship to emerge'
less selective of leadership deVelopment is a critical first
step

I-EADERSHIP FACTORS
Highly subjective
I, all st'dies of leadership. the leadership factors ere not ersily delined.
"Can lectclership skills
questions such a-s: ".\ra paople bont ttiili ieatlerslip -s,(i1lsl and
"
lte tattgli?" \/arious schools of thoughts and approaches hare dominated
the studies and
the tears' Leadership as a
researches conducted on the topic of leadership factors over
a vast and
subject of research and the manl' different conceptions oi leadership
has created
factors' we shall
mincl-boggling lrterature. To appreciate the formulatton of these leadership
['irst revierv some of theories on leadership'

[,cadership Theorics
Bass (1989) theory of leadership states that there are three
erplanatlons on how people
become leaders, as described below:
. Trait Theory: Some personality traits may lead people naturally" into leadership roles'
We have ali met a few people like this, such as the high school
coach' scout leader'
teacher, or a good boss. There are a very ferv people ho
ri have a natural talent for
leading others' 'se
. , r'-xnr-rnnr a\/pnt ma\ person to rll to thg
Great Et,ents Theory:A crisis or important event maY cause a
an ordinary person'
occasion, which brings out extraordinary leadership qualities in
l,eadership Transfirmational Theory: People can choose to become
. leaders'
rvidell' accepted theory today' and
People can learn leadership skills. This is the most
will form the premise on which this thesis is based'
The Transformation towards Great Leadership
is a transformational
According to Kouzes and Posner (2OOZ),the road to great leadership
the follo$'irtg characteristics-
process, and tl.,e individuals pursuirtg this trait need to acquire
challenge the Process, Inspire a Shared vision, Enable others
to Act' Model the way'
llncourage the Heart.
leadership "is a relationship of
Jarncs McGregor Bums (1978) stated that transforming
mutual stimulation and elevation that converts foliowers
into leaciers' occurs when one or
It
and follorvers raise one another
more pcrsolls engage with others in such a way that leaders
psychology movement in his
to higher levels of motivation". Bums draws upon the humanistic
transforming leader shapes'
rvriting upon "transforming leadership" by proposing that the

Vol.4, No. 1, June,20'10

 19
Afudy af l*adership in the Hierarchy of Managers in Malaysian "'
achieving significant change in
elcrs and elevates the motives, values and goals of followers,
fu process.
of transforming leadership into
Bass (1985) further developed Burns' concept
The direction of influence
arensformational leadership" where the leader transforms followers.
process' Bass
d Bass is thus one-way, unlike Burns' who sees it as a potentially two-way
may expand a follower's
lmrporates social changes and his "transformational leaders"
the confidence of followers'
pa1flolio of needs, transform a follower's self-interest, increase
intended outcomes for the
ebvate follower's expectations, heighten the value of the leader's
fullower, encourage behavioural change, and motivate others
to higher levels of personal
dievement.
and Bass' They described
Tichy and Devanna (1986).built further on the work of Bums
fuhybrii nature of transformational as"... not due to charisma' It is a behavioural
process
the traditional model of leadership
cryable of being learned". Transactional leadership has been
management hierarchy' covey
ufoh emphasis on the "bottom-line" of P.s. Lewis (1998) et al.
(w})suggests that transformational leadership "... focuses on the'lop line"
and makes a
of leadership are necessary'
cunparison between the two. covey states that both kinds
model for many people and
Transactional leadership has remained the organisational
transformational role needed to
cganisations that have not moved into or encouraged the
ffi the challenges of our changing times'
Bass and Avolio (lgg4) stated that transformational.leadership is a process in which the
awareness of what is right and
lcaders take actions to try to increase their associates'
their associates to go
inportant, to raise their asiociates' motivational maturity and to move
organisation or the society' Such
tryond their own self-interests for the good of the group, the
that goes beyond a simple exchange
lcaders provide their associates with a sense of purpose
are proactive in many different
of rewards for effort provided. The transformational leaders
just
ud unique ways. These leaders attempt to optimize development, uot and performance' values' Such
attitudes'
Ilvetopment encompasses the maturation of ability, motivation'
associates' They convince their
lea&rs want to eleraie the maturity level of the needs of their
levels of moral and
sociates to strive for a higher level of achievement as well as higher
they optimize the development
crhical standards. Thr-ough the development of their associates,
organisations'
dttreir organisation o, ,"Uur. High performing associates to build high performing

Summary of LeadershiP Factors

leadership is closer to the
Bass and Avolio (1994) et al. suggested that "Transformational
and it is
people have in mind when they describe their ideal leader'
trotorype of leadership that identify"' '[hey
to also
me likely to provid-e u ,ol" model with which subordinates want
to assu13 transfortnational
mrtioned the specific skills and behaviours that need to be adopted
Bass and Avolio concluded that
leadership roles. After having conducted intensive studies,
Self Management' Leatlership'
haders perform tasks that .uriU" divided under Interpersonal,
roles that leaders
Thi*ing ancl Aclministrative Factors.'fhese factors have the specific
Globat Journal of Business Management
 Gopinathan Nair
Sobhani and Ravindranath
20 Md. Aminul Islam, Farid Ahammacl

the developt*'i of interpersonal

adoptwhichwillbeexplainedinthe.following.InterpelsonllFactors:fhesearetheroles
una uutt'ori;rr; involve
r""[rt.o*,
rhar dernonstrate the
are:
relationships. Their characteristics sincere
;l'"fi ;;:,;;;;;;'''n.''*"":':-.J,"-::5":*Tlllii;.T;ffI;
;;,. .on."**. He iniiiates and develops ationships
with rer
?::!!"":if::{;l'Xi;
an atmosphere in which timelv
b) ';::::r^";r::t 3l**t),;,ra.tion: the reader creates

andhigh-qualityinformationflowssmoothlybetweenselfandothers'Heencourages and
of ideas listens to inputs from others
the open
"-;';;i;' "d;;i;;;'-He
resolution tf .ditr"t'li!T,^
facilitates the discussion and
Itcanprobablybeagreedthatallpeopleliveinadynamicandrapidlychangingworld. changes as is happening
pt G world hur" puopl" gone through so many past' or
history
Never in the
the tough"ri*p*, is to accept that trends of the
now in the workpla.".6"Gs
eventhepresent,nolongerpredicttul}ture,itt,*ymeasurablecertainty,',saidMoravec facing the
They etabomted further: "The roles and challenges
(lgg4) and Kircschr*iigqgl. to &ose of prior generations'
The view
liule resemblance
manager in the new *piu*iu*
bear
rigid perspective of
*orr."rri *i". ourirg ,h. ;;;"tury evolved from ttre
of appropriat" Managers have
* u *** ,rJu*urir,i", y"o ,iitt dogmatic approach'
scientific *unur"*"ni
roles"'
simultaneously assumed new' still evolving
StephenCovey(1989)suggested.t}atthekeytothe.effectivelisteneristoseekto
(1991) later stated that' "communication
undersrand firsr, and,il;; uniJ.rtooo. c.i;;# particularly when the listener
is in the
breakdowns are the *rri, of misleadin* ;;#;rs, person is saying"'
process of evaluatin*,
o' Oi'opp'o'ing *f'ut another
"rrro"in*
LeadershiP StYles in the model, but to
to lock ourselves into a type of behaviour discussed
The idea is not to be taken. Three
that every t;;;;; calls for a diffeient approach or behaviour Managerial
Appioactr' the Blake and Mouton
realize
the Four Framework
models will be OiscusseO'
Style Model'
o,f"O"i"rO the U.S' Army Leadership

Four Framework APProach

(1991) suggested that leaders
In the Four Framework APProach' Bolman and Deal
- The style can either be
leadership behaviours in one of four types of frameworks' These
aisolaved behaviour in certain situations'
effective or ineffective, depending upon ;h";li";"t
o'*:*"'X;::,::::i::;"work: rhe leader is a social
rnan errective leadership siruation,
an ineffective leadership
st,fe illnafyrl, u,O Oisie.n In
ar.chitecr whose leadership
L":::lt' stvle is details' tt:::::*
situation, the leader is a pettv ;;;;;;;
LeadersfocusonStruc[ure,Stratggy,environment,implementation,experimentatton
and adaPtation'

Vol.4, No. 1' June,2010

- Srudy of Leadership in the Hierarclry of Managers in Mala),sian ... 2t

2. I{tuncm Resource Framework' In an effective leadership situation, the leader is a

catalyst and servant whose leadership style is support, advocate and empowerment.
In an ineffective leadership situation, the leader is a pushover, whose leadership style
is fraud. Human Resource Leaders believe in people and communicate that belief;
they are visible and accessible; they empower, increase participation, suppofi, share
information, and move decision making down into the organisation.
3. Political Framework' In an effective leadership situation, the leader is an advocate,
whose leadership style is coalition and building. In an ineffective leadership situation,
the leader is a hustler, whose leadership style is manipulation. Political Leaders
clarify what they want and what they can get; they assess the distribution of power
and interests; they build linkages to other stakeholders; use persuasion first, then use
ruegotiation and coercion only if necessary.
4. Symbolic Framework' In an effective leadership situation, the leader is a prophet,
whose leadership style is inspiration. In an ineffective leadership situation, the leader
is a fanatic or fool, whose leadership style is smoke and mirrors. Symbolic Leaders
view organisations as a stage or theatre to play certain roles and give impressions.
'fhese leaders use symbols to capture attention. They try to frame experience by
providing plausible interpretations of experience. They, discover and communicate a
vision.
Bolman and Deal's model suggested that leaders should be able to function out of one of
-:.:se four categories and that there are times when one approach is appropriate and other
:rmes when it is inappropriate. Any one of these approaches alone would be adequate. We
:rould be conscious of all four approaches and notjust rely on one. This view is supported by
3 rss ( I 990) who stated that during a major organisational change, a structural leadership style
:er be morc effective than a visionary leadership style; while during a period when strong
:rrr\\th is needed, the visionary approach may be better. We also need to understand ourselves,
-s e ach of us tends to have a preferred approach. We must be conscious of these at all times
::d be aware of the limitations of our favourcd approach.
Blake and Mouton Managerial Model
-the
Illake and Mouton Managerial Model (1985) use two axes, as shown in Figure 2
:,:iolr'. "Concern for People" is plotted along the vertical axis, while "Concel'n for Task" is
: ,:ucd along the horizontal axis.
Both ali,enments have a range of I to 9. The notion that just two dimensions can describe
- nrnagerial behaviour has the attraction of simplicity. The two axes intersect so that they
'-:nr a graph or matrix. According to the study, most people would be somewhere in the
-..ddlc of the rnatrix, but they would favour one or mole col'ners. That is, by going to the far
.:.J of the scales, we come up with the four types of leaders, as follows:
l. Autlnritarian l.eader: The authoritarian leader is 9 on Task, and I on People.
People who get this rating arc very task oriented and are hard on their workers
(autocratic). There is little or no allowance for co-operation or collaboration. Heavily

Global Journal of Business Management

 Mcl. Aminul Islam, Faricl Ahammad Sobhani and Ravindranath Gopinathan
l{air

task oriented people display these characteristics: a) the-v are very strong on
schedules,

b) they expe;t people to do what they are told u,'ithout question or debate, c)
when
something goes wrong, they tend to focus on who is to blame rather than concentrate
on exactly what is wrong and how to prevent it, and d) they are intolerant of
what
they see as dissent, evenif it may just be someone's creativity. So it is difficult
for
their subordinates to develoP.

f"arrt e;

People

I
Task
Figure 2: Blake and Mouton Managerial Nlodel on Leadership S(vles
2. Tbam Leader: The team leader is 9 on Task, and 9 on People. People
who get this
rating lead by positive example, and display the follow'ing characteristics: a) they
endeavour to foster a team environment in rvhich all team members can reach
their
team
highest potential, both as team members and as people, b) they encourage the
to reach team goals effectively as possible, while also working tirelessly to sffengthen
the bonds among the various members, and they form and lead the most
productive
teams.
3. Country Club Leader: The country club leader is 1 on Task, and 9 on People' This
type of leader tses predominantly reward power to maintain discipline and to encourage
the team to accomplish its goals. Amongst the other characteristics are: a) they are
almost incapable of employing legitimate powers, and b) inherent fear ofjeopardising
relationships with the team members by using such powers'
I
a. Impoverisied Leader:The impoverished leader is I on Task, and 1 on People' This
t1,fe of leader uses the "delegate and disappear" management style' Amongst the
other characteristics are: a) they are not committed to task accomplishment or
maintenance, and b) they allow the team to do whatever they wish and prefers to be
Cerached ftom the team process by allowing the team to suffer from a series of
:\o\\ er StnrggleS.

\.3 ' - une 2C'1 0

i,,?qil
 of Leatlership in the Hierarclry of Managers in Malal'sian 23
- Sturllt "'

Accorclilg to the Blake and Mouton Managerial Model (1985) et al. the most desirable
piace for the leader along the two axis at most times would be a 9 on Task and a 9 on
people-the Team Leader. However, we cannot entirely dismiss the other three. Certain
.;ruations might call for one of the other thrce to be used at times. For example, by playing the
.npoverished Leader, you allow your team to gain self-reliance. Being an Authoritarian
in an unmotivated worker. By carefully studying
-:nder it helps to instill a sense of discipline
::re situation and the forces affecting it, you will know at what points along the axis
you need
: be in order to achieve the desired result.
SUMMARY
The researchers set out to conduct a study on the leadership in the hierarchy of managers
:n Malaysian Multinational Manufacturing Industries. A literature review was initiated that
rnrestigated three main inter-related elements of the research topic, namely the: hierarclry of
,rorogurr, adoptioll of leadersltip and adoption of leadership styles' Several
factors,
i:ader-ship theories were investigated to facilitate the basis of the research material needed
to

;dentify the leadership factors and leadership styles adopted by the hierarchy of rnanagers.
I;irstly, Pamela S Lewis' hierarclqt of tnanagers was presented, which identified the
.,
arious levels in an organisation. In the research, the researcher limited the hierarchy of
managers to Top Managers and Middle / First Level Managers. She stated that
the skills and
just as their
:oles iequired of managers at different levels of the organisational hierarchy vary,
rob responsibilities vary. Bass spoke of the Leadership Transformational Theory where he
.nted that people can choose to become leaders. A further evolutiort of this theory rvas
:roposed by Bass and Avolio where the specific skills and behaviours that necd to be adopted
:c assume transformational leadership roles were identified. They called thenl the Leadership
Fac.tnrs wlrich comprised of the following characteristics: Interpcrsottal Far:trtrs, Self
.\lalagement Factctrs, Leadership Factors, Thinking Factors, cmd A&ninistration liactors
Finallv. the researcher reviewed the third and final elemeut of the research, Leadersltip
S..r/cs, whlch will'helped us understand what made leaders act the way they do in ccrtain
siiuations. Various models were discussed and it was discovered that every situation called
for
a different approach or behaviour to be taken, The model used as the basis of investigating thc
i:adership styles was the Blake and Mouton Managerial Model, which comprised of the
rollowing characteristics: hsft Orientetl, ancl People Oriented. The Illake and Moutott
\lanagerial Model will be also used to determine which of the following four types of leaders
:rtted tlre behaviours of the Top Managers and Middle/First Level Managers: Authoritarian
Leacler Teatn Leatler, cotmtry clwb Leader and Impoverished Leader
RESEARCTI METHODOLOGY
A questionnaire was the principle instrument selected. As this was a qualitative and
erploratory research, questionnaire would be used to collect data for the statistical research
:nalysis. Data collected from the respondents were processed into thc SPSS (Statistical
I

paciage for Social Science) software to evaluate the adoption of leaderslrip and managetnent

Gtobal Journal of Business Management

24 Md, Aminul Islam, Farid Aharunad Sobhani and Ra,indranath Gopinathan Nair

factors. A preliminary research questionnaire was tested to enstne the correct forn lation
and understanding of the questions. A five-point scale vas usod as it was judged to be
reasonable compromise between differentiation in the $tatisti:al analysis of data and making it
easy for respondents to make a selection.
The respondents targeted were the working adults frrom varirxs manufacturing industry in
Bangladesh. The purpose of this research was to ass€xilr the facbrs influencing outsourcing
decision in manufacturing industry in.Bangladesh. A total d9lqrcsfionnaires were distributed
to the selected working adults through non-probability cmmim sampling approach. A total
of 73 questionnaires were collected out of a 9l qtresciomaircs that were distributed which
made up of 80.2170 response rate. This approach was seb@d &E to its inexpensiveness and
fast. The questionnaircs were distributed ttmugh the siat'art working network of the
researchers through personal contact and refenals" TaHc 2 below shorvs a sample profile of
which the questionnaires were distributed to atrd fu rcryre r.D ftiom the population.

Table 2: Smphre d(latffic lf,rlrtuin

Management Owfrnd6 ff,an*s lqerrc Questionnaires
Hierarchy Didrituat IM nilc UsedforAnalysis
Top Manager 6 1 fi.4% A
Middle/ First Irvel Manager 6 /0 9l.t% 9
Total 9l 7t a5.7% 73

The response rate was 8O.4Vo fu Top Managers CIItils) ailgl.l% for MiddlelFirst level
Managers (MFLMs). This gives an overall 85.7% re.sponse Elte, u 78 responses, for the total
9l questionnaires distributed, which the researcher finds relatively high and acceptable to
conduct the research. Of the 37 responses from the TMs, 3 response.s were incomplete and
therefore deemed spoilt, leaving a total of 34 good responses fr,om this level of management
hieranchy. Of the 4l responses from the MFLMs, 2 responses werc incomplete, therefore
leaving a total of 34 good responses from this level of management hirxarchy.
, RESULTS

Goodness of Data
Reliability analysis was used to test the internal consisterrcy and validity of the data
gathered. Cronbach's alpha was chosen to analyze the degree of internal consistency among
the items in a variable. Alpha coefficient ranges in value from 0 to l. TtE higher the score, the
more reliable the generated scale is. Sekaran (2000) explained that rcliability of a measure is
established by testing for consistency and stability of data collected. All the variables,
independents and dependent were tested to analyze its internal consistency. All of them
showed an acceptable internal consistency, with Cronbach's alpha (cr) ranging above 0.6
levelS. Leadership Factors, Thinking Factors and Leadership Styles registered 0.9077,0.8005
and 0.8584 levels rcspectively, indicating stronger reliability levels of 0.8 levels and above. Self

Vol.4, No. 1, June,2010

.rt Srud1' of Leadership in the Hierarchy of Managers in Malaysian "' 25

Management Factors and Administration Factors also registercd 0.7457

and 0.7288, still
Factors registercd the lowest
relatively strong indications of reliability levels. The Interpersonal
consistency and
Cronbach Alpha of 0.5959, but still at the 0.6 level required for good intemal
sability of data.
Findings on Adoption Level of Leadership Factors
The findings r-elated to the Bass and Avolio Leadership Factors are divided into
two
par1s. For each lndividual characteristic of the leadership factor, the
researcher will present
and the nature of the
the findings of each of the three questions related to this characteristic,
qrrstionnaire is that there are five responses (Not at All, A Little, Sometimes, Frequently
and

etu,aysl to each of the questions and the rcsponses for each of the questions will be added

,ry.d determine the Adiption Level of the characteristic, the researcher decided that in the
ei'ent the responses to the questions ranged from Not at All, A Little
to Sometimes' the
adoption level would be considered as "No". In the event the responses to the questions
ran_qed from Frequently to Always, the adoption level
would be considered as "Yes". Finally,
and Leadership
ftiJadoption Level criterion would then be extended to the Leadership Factors
Styles. The researchers have evaluated the adoption level of each of th: BT: and Avolio's
basic "win / Lose" rule
I-eadership Factors and the Blake and Mouton's Leadership Styles. A
sill be introduced here. One of the two hierarchies of managers will score I point for each
will be
roring that exceeds the response from the other group. The group that scores lower
added to determine the
awarded 0 points. The total scores on the elements will then be
rdoption level. In shoft, Table 3 illustrates this rule'
Table 3: Scoring Criteria for Win / Lose Rule
f,---..:.................. Score for Group 1 > Group 2
TIm{ ...............'. Gtoup I = I point
AND................... Group 2 = 0 point

Summary of LeadershiP Factors :

TMs
, Firstly, a total of 57 Questions werc presented to the recipients in the questionnaire'
scored greater than MFLMs in 40 of them, accounting fot 70.2Vo
of the questions. This means
dnn the TMs lagged behind and scored lower than the MFLMs in 17 of them' or
29'8o/o'
greater than MFLMs
Next, a total of 19 Characteristics were presented. TMs again scorcd
TMs, however, scored lower than the
in 13 of them, accounting for 68.4Vo of the questions'
were presented'
I}IFI.Ms in 6 of them, oi 31,.60/o. Finally, a total of 5 Leadership Factors
TMs agail scorcd greater than MFLMs in 4 of them, accounting for 80o/o of
the leadership
frctors. They, however, scored lower than the MFLMs in I of them, ot 207o. Table 4
tAppendix I ) summarizes the findings of the Bass and Avolio's Leadership.
Sammary of LeadershiP StYles
Table 5 summarizes the findings of the Blake and Mouton's Leadership Styles

Gtobal Journal of Business Management

 Md. Aminul Islam, Farid Ahammad sobttsri od Ravindrotath Gopinathan Nair
26

Table 5: Summary of Blatre and Mouton's t^elersfb *ltlcs

Wiildle / MituIle/
Top First Leuel W First Level
Charactcristic ilasnoot Manapet
Ouestion Monosct Wannoot
People Oriented 0
2l 0
53 0
67 0
o
72 0
14 0
75 o
63 0 I
73 0

56 0 Oriemed
74 0
I 0
t0 0
70 0
29 o
41 0
6 I o
62 0

oh 44.4o/o
44.4o/o 55.6e/o

Firstly, a total of 18 Q,estions were presentsd to ftc rwfii* infre

questionnaire' TMs
scored lower than MFLM; in 10 of them, accounting fo 55-6?6offu
qstions' This'means
than the TMs scored higher than the MFLMs in only 8 of theo' a
4d.'4rtL'Nex! a total of 2
each scored I point'
Characterisllcs were presented. TMs equalled the MFLIvts hcre' ltcy
for the Task
accounting for 50% of tn" characteristics measuld h€rc. TMs soor€d high€r
Oriented characteristic, but scored lower for the People Orimd ctrmi*ic.
Both Top and
MFLMs though, fell under the Team Leader Leadership Styh m frc Blake and Mouton
Leadership Grid.

Overb,lt Summary of Leadership Factors and Lea&rch$ 'S'lr

mdAvolb's LcaOcnsnip Factors and
Table 6 summarizes the overall findings of the Bass
he Blake and Mouton's Leadership Styles.
them wele in relilitm to the Bass and
A total of 75 questions were presented; 57 of
Leadership
Avolio,s Leadership Factors, and 18 of them reflected on tlre Blake md Mouton's
of the questions'
Styles. TMs scored higher than MFLMs in 48 of them, accormting fot 64.V/o
Tlri, than the TMs scored lower than the MFLMs in 27 of theq or 36'ff/o'
-"*,

Vol.4, No. 1, June,2010

 21
in the Hierarchy of Manage's i" Mnlo)'tia' "
i Srrrd-t' of Leadership
Stylcs
Tatrte 6: Summary of Questions:
Leadership Factors & Leadership

ilIiddle / First Tbtal Questiorts

Top Manager
kadershiP Element
Level Manager
Queslions 57
$ t'l
LeadershiP Frctot l8
8 l0
LeadershiP StYle
48 27
Total
@OfrVo 36.01a

RECOMMENDATIONS
of I-eadership
was to identify the Adoption Levels
The rnain objectives of this research Levels prevent
o1d io orr"r, whether these Adoption
Facrors by rhe uiera.ctif oi rurunog"r:, Levels of Leadership Styles by
an organisarion from *lring forw=ard nnO oi'o the Adoption Levels create motivational
the Flierarchy of Managers, and
to assess *t'"it't' these Adoption
;;[t"t wiir,m the employees of the organisation' Multinational
to the Top Managers of the Malaysian
In general, the researchers recommend of their rnanagerial
ttrelr studies ani focus into the field
manufacturing industry to further
what they are lacking and what
behaviour.Theindustry,sTopManagerso,",ooru.gedegree,themuscleoftheorganisation,
and it is therefore extremely
important for them to u-ndersiand
can be done to rectify the situation'
FromtheStudy,itcanbeseenthattherelativelackofadoptionleveloftheBassand
,"ry glaring. ih"y nt" unable to distinctly
Factor for the rop ruro*g.r, i,
Avolio Interpersonal I,cidcntally they
(and partici"patei in open communication'
Build Relationships and facilitate peers' choosing to
wo'rking relationships with their
are also unable to develop ffictive to be unable to
on an individual o, itro uurir' iop"Managers have also proven
operare
o1 airri", ,i:Y:. Thev also
don't appaar to
and resolution
facilitata the discus,sion
to be good listeners a,d they
these point'.t#o'Jt tn"t inability
listert careftilly to inputs. All decision
chose u *o." autociatic (and unanimous) say in matters requiring
seem to have
making. This observation should U" of gr;i
tont"" for Top Managers' because even if these
tasksaredoneandperformedbetterthanr',rioor"/FirstLevelManagers,itistheresponsibility
their sco.res in the Interpcrsonal Factor
Top t*,t.nrg",, to set the pr"ceo"ntio irpror"
of the Managers do not lrave the
area. Some areas that they can
look into ur" u. ioilo*s: If the Top
courscs that
int'o', they should participate in traini'g
ability to perform *"tt o, ,t i, leadership Mana-qers
are ava,able in rhe market today.
These;;i;g piogro,., ihould equip these'Ibp Fac.1o1- The 'top
with the fundamenrals of appreciating ;;J ;;drr"ing this lnterpersonal
consciousness in buildin'tl
Managers need to pnrrinol ,orn*it^)'t' in incriasing their This 'internal'
and
^oU"
facilitating and participating in open communication'
relationships rnorale ol'
reinforcement is necessary if they
or",oltuJ nltn* successfully and to iTqtolt to the Top
their subordinates. A cavalier attitude
t";;;; embracing this culture will lcad
Managersbeingdeemedasautocrati.,*r.,.,.*ajor(andmino0decisionsaremadeunanimously
by onlY them.
Gtobat Journal of Business Management
28 Md. Aminnl Islam, Farid Aharunad soblmni and Ravindranoth Gopit.tatlrun Nair

From the study, it can also be seen that there is a relative lack of adoption level of the
Demonstrate Adaptability leadership characteristic for the Top Managers. Ihey don't appear
to accept criticisnt openly and non-defensively and do not seem to clemonstrate an
appropriate level of patience. This characteristic can be very detrimental in areas where
subordinates need to be groomed and mentored. Some areas that Top Managers can look at to
improve their scorc in this characteristic arc as follows: As managers move up the hierarchy,
it would be recommended that Top Managers embrace a more patient persona and be more
receptive to criticism from subordinates. They need to adopt a personal conviction towarcls
embracing this culture. They need to learn to accept criticism openly and be very transparent
in their arguments and debates with subordinates. They need to look at themselve s as mentors
and role models to their subordinates, if their intention is to help their company move forwarcl
with their management team assuming similar characteristics in the future. Top Managers
should pafticipate in training courses that should equip these Top Managers with the fundamentals
of effective team leading and adaptability. They will need to learn and embrace the fundamentals
of adapting to the different scenarios, behaviours and characteristics of decision-making team.
From Blake and Mouton's Leadership Styles, the Top Managers were found to be less
People-Oriented than Middle / First Level Managers. Relative to Middle / First Level Managers,
they were found not to encourage tealns to participate in decision making and did not attetnpt
to implement their ideas. They were found not to worry about jeopardizing relationships when
correcting mistakes. They also did not enjoy explaining the intricacies and details of a complex
task or project to employees. Top Managers did not honor other people's boundaries and did
not counsel employees to improve their performance or behaviour. Some areas that they are
recommended to look into are as follows: Begin a habit of consciously improving themselves
via personal development initiatives. Start reading articles, books and trade journals about
training, leadership, and psychology, and start putting what they have read into action.
I-Iaving analyzed the above from the perspective of Top Managers, the Middle/Level
Managers too did achieve a respectable score against the Top Marngers. They scored higher
than Ibp Managers in several of the elements in the questionnaire, and we also recommend
the following actions to further accelerate their performance levels relative to Top Managers:
Introductiolt of new manufacturing technologies that will release the MiddlelFirst Level Managers
from their traditional coordinating functions to take on new challenges, acquiring of new skills,
such as specifying information requirements and judgment in the use of information and in the
addressing of new challenges. Top Managers contiBue to create the vision, whilst Middle/First
I.evel Managers create and implernent concrete concepts to solve the contradictions arising
trom gaps between what exists at the moment and what top management hopes to create.
Middle/First Level Managers will continue to be the agents that eliminate the noise fluctuations
and chaos within an organisation, by serving as the starting point for action. Middle / First
Level Managers to improvise and explore the use of computer systems to remove the
uncertainty associated with their decisions, and this will enhance their position. Top Managers
should recognise the increased importance of their Middle / First Level Managers and they

Vol.4, No. 1, June,2010

A Sndy of Leadership in the Hierarchy of Managers in Malal'sian .'. 29

should increase the degree to which it allows its MiddlelFirst Level Managers to be innovative
ad to combine ideas with action.
LIMITATIONS AND SUGGESTIONS FOR FURTHER RESEARCII
Thele are a few limitations in this research study. The most obvious one would be the
lirrited number of respondents in each category of the hierarchy of managers. In other words,
I relatively small sample population was used. Certainly, the researcher acknowledges that a
hrger sample population would have generated a stronger intetpretation of the findings. The
results of the study are only representative of the hierarchy of managers within the Malaysian
Multinational Manufacturing Industries and the author finds the research appropriate and
eeptable to draw conclusions, however limited they may be. It does not, however, reflect
the behavioural and management styles of the vast number of smaller manufacturing entities
existing in the country. Interviews might also have been used as another form of data
collection. The flexible nature of a two-way communication in interviews would have allowed
frrther exploration of the answers, which would not have been possibte in the questionnaires.
An interview would have given the researcher a better chance of detecting the behavioural
rrends of the hierarchy of managers.

CONCLUSIONS
The first part of the study dealt with the adoption level of Bass and Avolio's I-eadership
Factors in the hierarchy of managers in Malaysian Multinational Manufacturing Industries.
Top Managers adopted 70.2?a of the questions, versus the 29.8o/o adoption level scored by
Middle/First Level Managers. In the second part of the study, we investigated the adoption
lcvel of Blake and Mouton's Leadership Styles in the hierarchy of managers in Malaysian
Multinational Manufacturing Industries. Top Managers adopted 55.60/o of the questions, versus
fu 44.4o/o adoption level scored by Middle /First Level Managers. Top Managers and Middle/
Flrst Level Managers were found to be Team Players, although the Top Managers were
furnd to be less People Oriented, and more Task Oriented.
As a rcsult of the study, a set of guidelines were generated that indicated the areas of
leadership (factors and styles) that has potential for improvement. These guidelines would be
e basis for the Top Managers ancl Middle/First Level Managers to teach themselves leadership
stills. Recommendations have been made which will allow the hierarchy of managers to note
tte specific areas that they either exhibit with a great degree on one scale, or to the other
€rtrgme of the scale that requires improvements. The guideline generated from the results of
fu questionnaire above also helped us to set apart the characteristics and behaviours of the
Top Managers and Middle / First Level Managers. It identified the characteristics and behaviours
x6at can be learned and acquired, provided the Top Managers and Middle / First Level
lrlanagers were conscious of their adoption level of them.
The research has demonstrated that the adoption of leadership factors and leadership
st-yles is an observable and learnable set of practices. The specific skills and behavioLrrs that
6gd to be adopted to assume transformational leadership roles rvcrc identified via the
Global Journal of Business Management

-'l
30 Md. Aminul Islam, Farid Ahammad Sobhani and Ravindranqth Gopinathan Nair

questionnaires. It has demonstrated that leadership is not something rnystical that cannot be
understood by ordinary people. It appears that it is only a myth that only a lucky few can ever
"decipher" the leadership code. The belief that leadership factors and styles cannot be learned
is a far more powerful deterrent to development than is the nature of the leadership plocess
itself. Daniel Quinn Mills (2005) also highlighted the growing concern of leadership trends in
the world today, where leadership is confused with charisma, a criterion that is now given a
greater weightage than the other leadership traits during the CEO selection process.
This study indicates the various other leadership elements that need to be mastered in
order to transform into a good leader. Khoo Kheng-Hor (2005) also warns CEOs to be
cautious about not becoming prey to affogance, which is the root cause of all Top Managers
problems. It is easy at that high level to feel somewhat smug to start thinking that one is the
greatest since he or she is, after all, the CEO, and so no longer inclined to listen to others,
especially those perceived to be at lower rungs than where the CEO is perched. In conclusion,
this research has offered a set of guidelines which can be utilized by both Top Managers and
Middle / First Level Managers that can form the foundation for the development of a new
generation of leaders. If used wisely, it would allow the adoption of skills and abilities that are
useful regardless of whether one is at the Top Managers level or at the Middle / First Level
Management level.
APPENDH 1

Thble 4: Summary of Bass and AYolfrr's Leadership Factors

iddle I I itdlc I n itldfu /
ircl Lrv. "oP ;irsl l"evtl
{op irst Level Top
Iln I dtaact Irtrhin S*h.F.lpucnl rl tilnset
liuild Relationships 0 nterp€r:onal Factor 0

0 :oste r Open Communication 0

40 0

0
rulfil Conrmitntents elf Mrnrgentent Frctot I i 0
0
50 (,

5g I 0 )en oilrtrrte A daptrbility 0

1 0
,]?
0
55 0 )evelop Oneself 0 I

J6 I 0
l6 0

Vol.4, No. 1, June,2010

 31
I fudy of Leadership in the Hierarchy of Managers in Malaysian "'
I
l3 I 0
58 0
1R o
+8 0
l9 0
(9 0
t7 0 I
0
L4 0
,6 0
54 0
14 0

4 0
5'7 0
12
g
0
0
49 0
8 0
60 0
32 0

0 ino Frctor
68 I 0 Ilhink StxegicallY
74 I 0
51 I 0
0 [il]dEesutts
4
0
Innovate
2B 0
5
I 0
15 0 lstablish Plans
25 0
(6 0
0 v{anage Execution 0
71
30 0
1
52 0
2 Empowerqlent

42

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Blake, R.R. and Mouton, J.S. (lgg5). The
Houston Gulf Publishing Co'

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