Researchbackground
Theeffective leadershipisconsideredone ofthemostconcerning challengesi n theorganizationsandbecomesacommontopicformanydiscussi onsinrecentyears.E f f e c t i v e l e a d e r s c o u l d b e u n d e r s t o o d a s t h e o n e s w h o h a v e t h e a b i l i t y t o c r e a t e influenceandknowhowtoinvolveothers,enablingt hemtoactwithint h e correctvision,missionandgoalssothattheorganizationheadsinthe rightdirectiona n d usesthecorrectmethodstogetthere(Einstein&Humphreys,2001).
Intheprivatesector,theleadershipstylehasbeen changedandupdated tobemoreeffectiveinoperationsbuttheVietnamesestate- ownedorganizationsarestilll e d intheoldleadershipstyle,whichcouldbeabigconc ernforVietnam’sd e v e l o p m e n t i n t h e f u t u r e A c c o r d i n g t o G a t e s ( 2 0 0 0 ) , i n t h e V i e t n a m e s e s t a t e - o w n e d organizations,theenvironmentisevaluatedtobelackedmostoftheeleme ntse ss e n t i a l t o a m a r k e t - o r i e n t e d e c o n o m y I n ge n e r a l , i t ’ s e v a l u a t e d a s ane n v i r o n m e n t stilllacks oftheactivenessandchangestoimprovetheorganizationperformancei n t h e f a s t d e v e l o p m e n t o f t h e V i e t n a m marketd u r i n g t w o r e c e n t d e c a d e s
1 9 9 4 ) formsacontinuum,whichdescribesthelaissez- fairestyleofleadershipatoneend,thentoward themiddleoft he continuumappearst hetransactionalstyleofleadership,a n d f i n a l l y m o v i n g totheo p p o s i t e s i d e o f t
-2- h e continuum,t h e transformationalstyleo f l e a d e r s h i p r e s i d e s T h e l a i s s e z - f a r e s t y l e o f leadership describesahands- offapproachtoleadership.Transactionalleadershipdealswithanex c h a n g e ortransaction betweentheleader andfollower,usuallytheleaderoutlinesr e s p o n s i b i l i t i e s andattachesrewardstothefol lower'scomplianceandfulfillmentofob li gation s Inthemeantime,thetransformation alstyleisdifferentfromtransactionalstylebecausetheleaderengagesthefollowerbylo okingforcreativesolutionstoproblemsa n d t r e a t s e a c h f o l l o w e r as a n i n d i v i d u a l w h o d e s e r v e s mentoringa n d coaching(Bass,1 9 9 7 )
Inrespectofconsideringwhichstyleisbestsuitedtomotivatefollowerstoa c h i e v e ahigherlevelofperformance,increasetheirjobsatisfaction andincr easetheir commitmenttotheorganization?
Homrig(2002)statedthattransformationalmodelofleadershipisbestsuitedforto day'sandtomorrow'sstrategice n v i r o n m e n t " W a l d m a n e t a l
( 1 9 9 0 ) s t a t e d t h a t w h e n a t r a n s f o r m a t i o n a l l e a d e r findshimorherself inanonwin-winsituation, heorshewilltrytoconvertthis situationtoawin- winproblem- solvingsituation.Thus,transformationalleadershipisoneofcriticalsolutionsfortheeffe ctiveorganizations.
Therea r e manyp r e v i o u s r e s e a r c h e s w h i c h h a v e studiedt h e p o s i t i v e relationship b e t w e e n t r a n s f o r m a t i o n a l l e a d e r s h i p b e h a v i o r s a n d j o b s a t i s f a c t i o n , trusta n d o r g a n i z a t i o n a l c o m m i t m e n t int h e w o r k p l a c e H o w e v e r , t h e n u m b e r o f studiesconductedinVietnamandspecifical lyi n Vietnamese state- ownedo r g a n i z a t i o n s aboutthistopicisverylimited.Therefore,thisresearchwillf ocusoninvestigatingt h e l i n k b e t w e e n t r a n s f o r m a t i o n a l l e a d e r s h i p f a c t o r s a n d somewo r k p la ce determinantsincludingjobsatisfaction,trustandorganizati onalcommit ment intheVietnamesestate-ownedorganizations.
Insummary,t h e f i n a l g o a l o f thisr e s e a r c h istoe x a m i n e ther e l a t i o n s h i p s a m o n g transformationalleadership, organizationalc o m m i t m e n t , jobs a t i s f a c t i o n andtrust,whichcouldeventual lyhelpmanagers,leadersandworkersintheVietnamesestate- ownedo r g a n i z a t i o n s u n d e r s t a n d t h i s r e l a t i o n s h i p a n d c o n v e r t thisi n t o h i g h e r performancefortheorganization.
Researchobjectives
Thep u r p o s e o f thisstudyw a s toexamine therelationship betweentransformationalleadershipfactors, jobsatisfaction, organizational commitmentandtrusti n t h e V i e t n a m e s e s t a t e - o w n e d o r g a n i z a t i o n s P a r t i c u l a r l y , t h e r e s e a r c h w i l l investigat e:
- The relationship between factors of transformational leadership ono r g an i z ati o n al commitment
Thisstudycontributestoleadershiptheoryandpracticei n itsexaminationof i n f l u en c e s o f transformationalleadershipfactorsonthe employee’sattitudesjobsat isf act io n, organizationalcommitmentandthetrustinth eVietnamesestate-owned organizations.T h e r e s e a r c h a l s o e n h a n c e s t h e amounto f informationa v a i l a b l e t o leadersandallowsleaderstorespondtotheirfollowers'needs.
T h e s u r v e y q u e s t i o n n a i r e i s o r i g i n a l l y de ve lo ped i n E n g l i s h a n d t h e n t r a n s l a t e d i n t o V i e t n a m e s e I n - d e p t h interviewsa r e t h e n c o n d u c t e d w i t h 1 0 p e o p l e i n o r d e r t o m o d i f y t h e V i e t n a m e s e v ersion ofthequestionnairebeforethesurveyisimplementedin mass.Thenextstepisanalyzingt h e c o l l e c t e d d a t a T h e d a t a o f t h i s r e s e a r c h i s p r o c e s s e d u s i n g SPSSsoftware withthreemainstages.First,Cronbach’sAlphais usedtotestthereliabilityo f themeasurementscale.Then,thevalidityofthemeasurementscal ewillbecheckedbyExploratoryFactorAnalysis(EFA).Finally,simpleregressionan dmultipler e g r e s s i o n areemployedasthemainmethodforinvestigatingthe relationshipsamongf a c t o r s intheresearchmodel.
Respondents,whohavebeenchosentoconductthesurveyforthisstudy,arew o r k i n g forthestate-ownedorganizationsinHoChiMinhCityandVungTauCity.
This study is structured into five chapters, beginning with an introduction that outlines the research's background, motivation, objectives, key terms, scope, and data analysis methodology Chapter two reviews and synthesizes literature on eight concepts, including the four factors of transformational leadership—idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation—along with empowerment, commitment, trust, and job satisfaction, while also presenting the research model and proposed hypotheses Chapter three details the research methodology employed to empirically test the model, followed by chapter four, which presents the results of the data analysis The final chapter summarizes the core findings, offers recommendations for the business strategies of international luxury companies based on these findings, and discusses the limitations of the research.
Thisc h a p t e r m a i n l y i n t r o d u c e s t h e t h e o r i e s , w h i c h a r e p r o p o s e d bym a n y scholarsinacademicfield,relatetoeachoffactorsinthemodel,researchm odelofthestudy,andproposethehypothesesfortheresearch.
B a s s ( 1 9 9 5 ) p r o v i d e s a n instrumentt o m e a s u r e d e g r e e s o f t h e e x i s t e n c e o f l a i s s e z - f a i r e , transactionalandtransformationalstylesofleadershipasperceivedbyf o ll o we r s Transformationalleadershiphasfourimportantfeatures:Idealizedi n f l u e n c e , I ns pi ra ti on al Mo t i v a t i o n , i n d i v i d u a l i z e d co ns ide ra ti on a n d i n t e l le c t u a l s t i m u l a t i o n ( A v o l i o etal.,1999;Bass& Avolio,1993,1994; Ismailetal.,2010;Pillaietal.,1999)
Thec o n c e p t o f transformationw a s f i r s t t i m e introducedbyB ur ns ( 1 9 7 8 ) f o cusi n g o n moralsa n d e t h i c s ( B a s s , 1985a,1 9 8 5 b ; B u r n s , 1 9 7 8 ) I n t h e mi d-
1 9 8 0 , t he par ad ig m o f l e a d e r s h i p shi ft ed from transactional an dcharisma ticleadershiptotransformationalleadership,sinceBassrefinedtheoryofBurns( 1 9 7 8 ) I n c o n t r a s t tot r a n s a c t i o n a l l e a d e r s h i p , “ T r a n s f o r m a t i o n a l l e a d e r s h i p encourageshumandevelopmentand interactionand promotescollectivemotivationa n d outcomes”(Jung&Sosik,2002,p.316).
Transformationalleadershipistheabilitytoinfluenceandmotivateotherssot h a t f o l l o w e r s w a n t toachieveo r g a n i z a t i o n a l success.Transformationalleaders expressa g e n e r a l interestint h e i r followers andthereisa mutualtrustb e t w e e n t heleadera n d followers.S i n c e theinceptiono f thet h e o r e t i c a l c o n s t r u c t s t h a t compriset r a ns f o r m a t i o n a l l e a d e r s h i p , r e s e a r c h h a s d e m o n s t r a t e d t her e l a t i o n s h i p o f t r a n s f o r m a t i o n a l leadershiptojobsatisfaction,effecti venessando r g a n i z a t i o n a l commitment(Bass,2000).
Charismao r i d e a l i z e d i n f l u e n c e d e s c r i b e s l e a d e r s w h o a c t a s s t r o n g role- modelsforfollowers,andwhomfollowersseektoemulate.Theseleadershaveveryh i g h s t a n d a r d s o f c o n d u c t , moralp r i n c i p l e s a n d e t h i c a l v a l u e s ( A r o n s o n , 2 0
0 1 ) Theya l s o providetheirfollowerswithaclearvision andamissionfortheiro r g a n i z a t i o n s and,inturn,earnahighdegreeofrespectandtrus tbytheirfollowers( Bass &Avolio,1994;Bass,1999;Bass&Steidlmeier,1999;Nahavandi,2 006).
Forthepurposeofthisstudy,inspirationalmotivationreferstotheleader's a b i l i t y tomotivateandinspirefollowersbysupplyingandofferingchallenges andm e a n i n g f u l w o r k T h e l e a d e r c r e a t e s a n a t m o s p h e r e o f t e a m c o h e s i v e n e s s a n d modelsasenseofoptimism. BassandAvolio
(1994)observedthattransformationalleadersinspirefollowersbyc l e a r l y communicatin gexpectations,motivatingf o l l o w e r s towanttomeettheseexpectations,andbydemo nstratingcommitmenttot h e o r g a n i z a t i o n a l g o a l s a n d s h a r i n g a c l e a r v i s i o n o f t h e o r g a n i z a t i o n ' s f u t u r e potential.
Fort h e p u r p o s e o f t h i s study,i n d i v i d u a l i z e d c o n s i d e r a t i o n r e f e r s t o t h e l e a d e r ' s abilitytoactasamentortoorganizationalmembersbypayingattentiontoe a c h indivi dual'sneeds,achievement,motivationsandgrowth.Suchleadersenablet h e i r follower stodeveloptheirpotentialtohigherlevelsthanthefollowersanticipatedbydeleg atingtasks,monitoringprogress,checkingto seeifadditionalsupportisneeded andlisteningeffectively.B a s s a n d A v o l i o ( 1 9 9 4 ) s t a t e d t h a t a t w o - w a y exchangeinco mm un ic at io n isencouragedand m ana gem en t bywalki ngaroundworkspacesispracticed.
Fort h e p u r p o s e o f t h i s study,i n t e l l e c t u a l s t i m u l a t i o n r e f e r s t o t h e l e a d e r ' s abilityt o motivatea n d stimulatef o l l o w e r s t o b e c r e a t i v e a n d i n n o v a t i v e , a n d t o c o n s t a n t l y challengethecurrentstateoftheorganization.Transfor mationalleadersdonotpubliclycriticizetheirfollowersandencouragethemtohaveadiffer entviewf romtheleader.Bass&Avolio( 1 9 9 4 ) s t a t e d thatnewideasa n d creativep r o b l e m solutionsaresolicitedfromfollowers,whoareincludedintheprocessofaddr essingp r o b l e m s a n d fi nd in gs ol ut io ns F o l l o w e r s are e n c o u r a g e d toc o n t r i b u t e tosolvingproblems,notcreatingproblems.
2.2 Relationship between transformational leadership factors and jobs a t i s f a c t i o n
Forthepurpose oft hi s study,jobsatisfactionistheattitude thatindivid uals h av e a b o u t t h e i r j o b w i t h i n t h e i r w o r k e n v i r o n m e n t T h e a t t i t u d e i s b a s e d o n t h e perceptionso f t h e i r su rr ou nd in g w o r k e n v i r o n m e n t , whi chincludes t h e leadership, opportunitiesforgrowth,policiesandprocedures,workingconditions,co- workerandsupervisorrelationshipsandfringebenefits(GibsonetaI.,2003).
Job satisfaction, as defined by Herzberg's two-factor theory (1966), encompasses both internal (content) and external (context) factors that influence an employee's satisfaction level Content factors include intrinsic feelings of accomplishment, meaningful work, recognition, and increased responsibility, which can enhance motivation and job performance Conversely, while the absence of these factors may not lead to dissatisfaction, their presence can significantly boost morale Context factors, such as pay, status, fringe benefits, policies, procedures, and interpersonal relationships, are crucial as well; although they may not inherently motivate individuals, their absence can lead to dissatisfaction (Gibson, Ivancevich, Donnelly, & Konopaske, 2003).
Job satisfaction, as described by Chen (2005), is an emotional state that can be negative, neutral, or positive based on an individual's job evaluation Roznowski and Hulin (1993) identify four behaviors exhibited by employees with low job satisfaction These employees may misuse work time for personal tasks or theft, show psychological withdrawal through disengagement or absence from meetings, frequently take unplanned leave or opt for early retirement, and seek to change their situation by looking for new jobs or accepting demotions Such behaviors lead to increased costs for organizations and decreased productivity from dissatisfied employees.
AnotherstudyconductedbyChen(2005)examinedtherelationshipbetweentrans formationalleadership,transactionalleadership,organizationalcommitmentan d jo bsatisfaction.Thestudy'sparticipantswereselectedfromtheITdepartmento fthe DepartmentofResearchandDevelopmentfromanIndustrialParkinS h a n g h a i , C hina.Thesampleconsistedof150full- timeemployees.Theresultsofthestudyrevealedthatapositiverelationshipb e t w ee n factorsoftransformational leadershipandjobsatisfaction.Thisstudysug geststhatthefactorsoft r a n s f o r m a t i o n a l l e a d e r s h i p c r e a t e s ane n v i r o n m e n t t h a t i n c r e a s e s j o b s a t i s f a c t i o n withintheorganization.
A study by Lee (2005) involving 687 participants from 21 secondary schools in Taiwan examined the relationship between teachers' perceptions of their principals' transformational leadership, organizational commitment, and job satisfaction The findings indicated a positive correlation between job satisfaction and all aspects of transformational leadership Notably, teachers who recognized their principals as embodying transformational qualities—such as fostering group goal acceptance, offering individualized support, and articulating a clear vision—reported the highest levels of job satisfaction Based on these insights, the researcher proposes the following hypothesis.
H1.“ T h e r e i s a p o s i t i v e r e l a t i o n s h i pb e t w e e n f o u r f a c t o r s oft ransformationalleadership(idealizedInfluence,inspirationalmotivation, intellectualstimulation,individualizedconsideration)andjobsatisfactioninV i e t n a m e s e state-ownedorganizations
H1- d.“Thereisapositiverelationshipbetweenindividualizedc o n s id e ra t i o n andjobs atisfactioninVietnamesestate-ownedorganizations
Recentresearchers definedtrust as“the willingness ofa party tobe vul ner able to t h e act io ns o f a n o t h e r p a r t y basedon t h e expectationt h a t th e o t h e r w i l l performa particularactionimportantto thetrustor, irrespectiveoftheabilitytomonitororcontrolthatotherparty”(Mayer,Davis,&Schoorman, 1945,p.712).
Therea r e t h r e e t y p e s o f t r u s t - p e r s o n a l i t y - b a s e d t r u s t , i n s t i t u t i o n a l - b a se d t r u st , andcognitivetrust(Powell,etal.,2004).Cognitivetrustcanbedivi dedintothreecategoriestoprocessanddevelopthetrustingbeliefs- unitgrouping,reputationc a t e g o r i z a t i o n , a n d s t e r e o t y p i n g ( M c K n i g h t , C u m m i n g s , & Chervany,1 9 9 8 )
Transformationalleadershipispositivelyassociatedwithtrustandjobs at i sf ac ti o n (Podsakoff,Mackenzie,Moorman,&Fetter,1990).InadditiontoPodsa koff,etal.’swork(1990),JungandSosik(2002)conductedafieldstudyof
47groupsfromfourKoreancorporationsin ordertoexamtherelationshipbetweent r a n s f o r m a t i o n a l l e a d e r s h i p , e m p o w e r m e n t , g r o u p c o h e s i v e n e s s , collective- efficiency,andperceivedgroupe f f e c t i v e n e s s
Anotherstudyfromaquasi-experimentedstudyof35post- graduatestudentsfo un dleadership,trust,andlevelofmediarichnesswerepositivelyre latedtoteamperformanceandteamsatisfaction(Cogbum,Zhang,&Khothule,2002).
H2.“ T h e r e i s a p o s i t i v e r e l a t i o n s h i pb e t w e e n t h r e e f a c t o r s oftra nsformationall e a d e r s h i p ( I n s p i r a t i o n a l M o t i v a t i o n , I n t e l l e c t u a l S t i m u l a t i o n , IndividualizedConsideration)andt r u s t inVietnamesestate- ownedorganizations
Forthepurposeofthisstudy,organizationalcommitmentreferstoabeliefin a n d a c c e p t a n c e o f t h e g o a l s a n d v a l u e s oft h e employingorganization,a n d a w i l l i n g n e s s toe x e r t e f f o r t onb e h a l f o f t h e o r g a n i z a t i o n a n d t o maintaino r g a n i z a t i o n a l membership(Mowday,etal.,1982).Itreferstocongruencebetween thegoals of t h e i nd iv id ua l andth e organization whe re by theindividual ide ntifiesw i t h andextendseffortonbehalfofthegeneralgoalsoftheorganization(
Organizationalc o m m i t m e n t isc h a r a c t e r i z e d bya strongb e l i e f in a n d acceptance o f t h e o r g a n i z a t i o n ' s g o a l s a n d v al u es , a s t r o n g desire tom a i n t a i n mem b ersh ip intheorganization andawillingnesstoexertconsiderableeffortonb e h a l f oftheorganization(Mowday,Porter& Steers,1982).
Gentry(2005)conductedaquantitatives t u d y atagovernmentagencywith 208p a r t i c i p a n t s Heexaminedt h e r e l a t i o n s h i p a m o n g thet r a n s f o r m a t i o n a l leadershipbehaviorsa n d o r g a n i z a t i o n a l commitmentd u r i n g atimeo f do wnsizinga t theagency.Thes t u d y r e v e a l e d apositiverelationshipb e t w e e n th et r a n s f o r m a t i o n a l leaderbehaviorsandorganizationalcommitment.
Aq u a n t i t a t i v e studyc o n d u c t e d byYungYuLee(2005)examinedtransf ormational leadershipb e h a v i o r s a n d theirr e l a t i o n s h i p too r g a n iz a t i o n a l commitmentandjobs a t i s f a c t i o n amongemployees in16publichighs c h o o l s andf i v e p r i v a t e h i g h s c h o o l s inT a i w a n T h e studyrevealeda p o s i t i v e r e l a t i o n s h i p between t r a n s f o r m a t i o n a l leadershipstylea n d o r g a n i z a t i o n a l commitment.Thestrongestrelationshipa m o n g thetransformationall eaderbehaviorandorganizational commitment wasassociatedwiththeleaderbeha vioroffosteringtheacceptanceofgroupgoals.
Severalp r e v i o u s s t u d i e s a p p l y i n g a d i r e c t e f f e c t a p p r o a c h t o e x a m i n e t h e ef fect oftransformationalleadershiponorganizationalcommitme ntuseddifferentsamples,suchas228employeesinthreedifferentUSorganizations(S imon,1994), and1,376nursesinsomeUShealthorganizations(Bycioetal.,1995),salespeopleg r o u p incertainUSorganizations(Dubinskyetal.,1995).Thesestudiesfoundthatt h e abilit yofleaderstoproperlyusetransformationalbehaviorshadbeenamajordetermi nantoforganizationalcommitment.Thus,wecanhypothesizethat:
H3.“ T h e r e i s a p o s i t i v e r e l a t i o n s h i pb e t w e e n t h r e e f a c t o r s oftra nsformationalleadership( I n s p i r a t i o n a l M o t i v a t i o n , I n t e l l e c t u a l S t i m u l a t i o n , IndividualizedC o n s i d e r a t i o n ) a n d j o b s a t i s f a c t i o n inV i e t n a m e s e s t a t e - o w n e d o rg a n i z a t i o n s
Inatransformational l e a d e r s h i p model,e m p o w e r m e n t i s v i e w e d a s a p r o act iv e ands t r a t e g i c managementp r a c t i c e t h a t e x i s t s i n a n o r g a n i z a t i o n t h a t promoteshigh commitment HR practices(Menon, 2001; Spreitzer,1995).
Forexample,t h e a b i l i t y o f l e a d e r s t o d e l e g a t e t h e p o w e r a n d r e s p o n s i b i l i t y o f c o n t r o l l i n g , makingands h a r i n g d ec i s i o n s t o t h e i r f o l l o w e r s w i l le n c o u r a g e t h e m u si n g theirintellectualsandfullestpotentialstoovercomejobobstacles, understandingthetargetedgoalsand supportingtheorganizational interests. Asar e s u l t , itmayleadtoachievedorganizational strategyandgoals(Honold ,1997;Ho w el l &Hall-Merenda,1999;Lashley,1999;Lee&Koh,2001).
Empowermenth a s f o u r dimensions:c h o i c e , m e a n i n g f u l n e s s , comp etence,a n d process(Kirkman&Rosen,1997).Also,GomandKanungo(198 0)revealedthatt h e moremeaningfulanemployee'sjobwas,themoresatisfiedthee mployeew a s withhisorherjob.Naturally,employeeswillfindmoremeaningintheirj obsw h e n thescopeoft h e i r activitiesislarge(Griffin,1991),whichisoftenthec asew i t h empoweredworkteams(Wellinsetal.,1991).
Junga n d S o s i k ( 2 0 0 2 ) c o n d u c t e d a f i e l d s t u d y o f 4 7 g r o u p s fr omfourKoreanc o r p o r a t i o n s ino r d e r t o e x a m t h e r e l a t i o n s h i p b e t w e e n t r a n s f o r m a t i o n a l leadership,empowerment,groupcohesiveness,collective- efficiency,andperceivedg r o u p e f f e c t i v e n e s s T h e r e s u l t o f P L S analysisi n d i c a t e d a p o s i t i v e m o d e r a t e l y strongr e la t i o n s h i p b e t w e e n t r a n s f o r m a t i o n a l l ea d e r s h i p, e m p o w e r m e n t, g r o u p c o h esi v en e s s , collective- efficiency,andperceivedgroupeffectiveness.
Severalr e c e n t s t u d i e s u s i n g a n i n d i r e c t e f f e c t a p p r o a c h h a v e r e v e a l e d t h e mediatingr o l e o f e m p o w e r m e n t i n o r g a n i z a t i o n a l l e a d e r s h i p literature.Forexample,s t u d i e s a b o u t t r a n s f o r m a t i o n a l l e a d e r s h i p p r a c t i c e s t h a t w e r e c o n d u c t e d b a s e d ondifferentsamplesandcontexts,suchas5 20staffnursesinalargepublichospitali n S i n g a p o r e ( A v o l i o e t a l , 2 0 0 4 ) , a n d b a n k e m p l o y e e s i n s e v e r a l U S bankingo r g a n i z a t i o n s ( K a r k e t a l , 2 0 0 3 ) s h o w e d t h a t t h e a b i l i t y o f l e a d e r s t o properly p r a c t i c e t r a n s f o r m a t i o n a l styleshadi n c r e a s e d t h e i r f o l l o w e r s ’ empowermentt o e f f i c i e n t l y ande f f e c t i v e l y managej o b f u n c t i o n s A s a r e s u l t , i t c o u l d leadtohigherorganizationalcommitmentintheorganizations.
Manyprevious s t u d i e s applyinga d i r e c t e f f e c t ap p r o a c h t o i n v e s t i ga t e t h e e f f e c t oftransformationalleadershiponempowermentuseddifferentsamples,s ucha s 1 5 2 e m p l o y e e s fromv a r i o u s i n d u s t r i e s inT u r k e y ( O z a r a l l i , 2 0 0 2 ) , a n d 1 9 7 u n d er g r a d u a t e u n i v e r s i t y s t u d e n t s inC a n a d a (Me yerson& K l i n e , 2 0 0 8 ) T h e s e studiesreportedthattheabilityofleaderstoproper lyimplementtransformationalstyle(i.e.,intellectualstimulation,individualize dconsideration,individualized i n f l u e n c e d attributed,andindividualize dinfluencebehavior)hadincreasedf o l l o w e r s ’ e m p o w e r m e n t s i n performing organizationalfunctions.
Walton(1985)foundthatcommitmentinsoftwareprofessionalscouldle adtoempoweringt h e m w i t h a p p r o p r i a t e r e s p o n s i b i l i t i e s a n d a u t h o r i t y i n o r d e r t o e n h a n c e theq u a l i t y of softwareproducts.Empowermentalsohasanegativeimpactwhenthemember’sgoalsando rganizationalgoalsarenotaligned(Bass,1998).Asac o n s e q u e n c e a t e a m memberc o u l d h a v e t h e o p p o r t u n i t y t o d i s r u p t t h e w h o l e organization.Howeve r,thepurposeofempowermentisto“increaseproductivity a n d efficiency,overco meresistancestochange,andincreasethesenseof ownershipan d responsibility”(Bass,1998,p.142).
“Thereisapositiverelationshipbetweenfourfactorsoftransformationalleadership(idealize dInfluence,inspirationalmotivation,intellectualstimulation,individualizedconsideratio n)andjobsatisfactioninVietnameses t a t e - o w n e d organizations.
H2.“ T h e r e i s a p o s i t i v e r e l a t i o n s h i p b e t w e e n t h r e e f a c t o r s o f transformational l e a d e r s h i p ( I n s p i r a t i o n a l M o t i v a t i o n , I n t e l l e c t u a l S t i m u l a t i o n , IndividualizedConsideration)andt r u s t inVietnamesestate- ownedorganizations.
H3.“ T h e r e i s a p o s i t i v e r e l a t i o n s h i p b e t w e e n t h r e e f a c t o r s o f transformational l e a d e r s h i p ( I n s p i r a t i o n a l M o t i v a t i o n , I n t e l l e c t u a l S t i m u l a t i o n , IndividualizedConsideration)andjobsatisfactionin Vietnamesestate-owned o r g a n i z a t i o n s
Thisc h a p t e r p r e s e n t s t h e o r e t i c a l b a c k g r o u n d o f e a c h c o n c e p t i n t h e model.B as ed o n d i s c u s s i o n ofl i t e r a t u r e r e v i e w , t r a n s f o r m a t i o n a l l e a d e r s h i p i n c l u d e s f o u r factorsw h i c h a r e idealizedInfluence,inspirationalm o t i v a t i o n , i n t e l l e c t u a l s t i m u l a t i o n , i n d i v i d u a l i z e d c o n s i d e r a t i o n , a n d t h e i n f l u e n c e o f t h e s e f a c t o r s o n j o b s at i s f a c ti o n , o r g a n i z a t i o n a l c o m m i t m e n t a n d t r u s t a r e c o n s i d e r e d S u c h f a c t o r s a r e selectedtobuildthe modelbecausetheirrelationshiph a s alreadyt e s t e d bymanyp r e v i o u s scholarsthrough theirstudies.Hence,therearefour hypothesesproposed fort h i s research.Thenextchapterwilldiscuss aboutmethodologythatusedtoa nalyzethedataandtesthypothesesoftheresearchmodel.
Thisc h a p t e r p r e s e n t s r e s e a r c h m e t h o d o l o g y o f t h i s study.I t s t a r t s w i t h t h e descriptionaboutsamplingandexplainsthemethodofdatacollectio nandresearch.Af ter that,wegothroughthemeasurementscalesandhowtodevelo pquestionnaire.I n - d e p t h i n t e r v i e w i s d o n e t o r e v i s e t h e d i f f i c u l t t e r m s i n V i e t n a m e s e a n d r e l a t e d measurement s c a l e s F i n a l l y , t h i s c h a p t e r e x p l a i n s t h e d a t a a n a l y s i s methodf o r t h e study.
ThesurveywasconductedinHoChiMinhcityandVungTaucity.Thesamplew a s selec tedusinganonprobabilitysamplingtechnique– conveniencesample.Targetr e s p o n d e n t s o f t h i s s u r v e y w e r e p e o p l e whow o r k i n t h e V i e t n a m e s e s t a t e - o w n e d o r g a n i z a t i o n s , especiallypeoplewhohaveoverthe2-yearexperiences.
Thesizeofthesamplewasbigenoughtoensurestatisticalsignificance.Hairetal. (2009)statedthatthe minimumsampleusedforstatisticalanalysisshouldbeequaltoorgreaterthanfivetimesofnum berofvariables,butnotlessthan100. n>0andn> = 5k(k:numberofvariables).
Themodelinthisstudy consisted thirty– sixvariablessothatthenecessary samplesizeshouldbe:36*50observations.
ForExploratoryFactorAnalysis,ageneralrulefortheminimumsamplesizeist o h a v e a t l e a s t f i v e t i m e s a s manyo b s e r v a t i o n s a s t h e n u m b e r ofv a r i a b l e s t o b e a nalyzeda n d largert h a n 1 0 0 ( H a i r e t a l , 2 0 0 9 ) T h u s , t h e m i n i m u m s a m p l e s i z e r e q u i r e d byEFAinthisresearchis:n=5*360observations.
Fors t a n da r d m u l t i p l e r e g r e s s i o n a n a l y s i s , N u n n a l l y & B u r n s t e i n ( a s c i t e d i n Nguyen,2011)emphasizedthatthesamplesizemustsatisfy: n>50+8m(m:numberofindependentvariables).
Therew e r e f o u r independentvariablesinthisresearch.T h e r e f o r e , them i n i m u m samplerequiredtorunmultipleregressioninthisstudyshouldbe:n>50+8 * 4 = 82observ ations.
Ins u m m a r y , w i t h 36variablesand4i n d e p e n d e n t v a r i a b l e s , this researchneeded180observationsatleastforrunningEFAandregression.
CollectingdataprocessofthisstudywasconductedinHoChiMinhCityandVu ngTauCity.Thecurrentstudyconsisted mainlyoftwostagesincludingqualitativea n d quantitative:
Thes u r v e y q u e s t i o n n a i r e w a s o r i g i n a l l y d e s i g n e d i n E n g l i s h a n d t h e n translatedintoVietnamesebytheresearcherwiththesupportofsomeE nglishexperts.Int h e q u a l i t a t i ve p hase, the V i e t n a m e s e v e r s i o n o f t h e su rveyq u e st i o n n a i r e wastestedbyin- depthinterviewmethodintwoweekswithtenp e o p l e whowerecolleaguesof theresearchertoensureiftheyunderstoodthequestionsa n d r e v i s e d V i e t n a m e s e t e r m s w h i c h w e r e u n c l e a r d u r i n g d u e t o translation.B a s e d o n t h e commentso f r e s p o n d e n t s , t h e s u r v e y questionnaire w a s modifie dproperly(seeAppendixA).
After modifying the questionnaire, the survey was distributed to respondents working in Vietnamese state-owned organizations in Ho Chi Minh City and Vung Tau City, primarily through Google Docs A total of 246 responses were collected, with 208 qualifying for data analysis after eliminating 38 invalid responses The minimum sample size required for the study was 180, making the final count of 208 responses satisfactory for the research.
Thequestionnairewasdividedintotwosections.Thefirstsectionexploredthet h e r e s p o n d en ts ’ o p i n io n aboutthirty-sixitemstobe surveyed.Allthevariablesin themodelw e r e m e a s u r e d w i t h multiplei t e m s , w h i c h w e r e d e v e l o p e d b yo t h e r r e s e ar c h er s , t o a d e q u a t e l y c a p t u r e t h e d o m a i n o f t h e c o n s t r u c t s S p e c i f i c a l l y , t r a n s f o r m a t i o n a l factors(idealizedinfluence,inspirationalmo tivation,intellectuals t i m u l a t i o n andindividualizedconsideration)measuredbyt wentyitemsofBermard
M.BassamdBruceJ.Avolio(1995);EmpowermentwasmeasuredbyfouritemsofTh omasandTymon(1993,1994);fouritemsthatdevelopedbyWeissetal.,
(2000);andfinally jobsatisfaction was measuredbyfouritemsofMeyer&Allen’s(19 93).
Allofthemeasurementscalesusedfive- pointLikertscaleincluding“stronglydisagree”( = 1 ) ,“ d i s a g r e e ” ( = 2 ) , “ n e u t r a l ” ( = 3 ) , “ a g r e e ” ( = 4 ) , a n d “ s t r o n g l y ag r e e ” (=5)toexploretheopinionoftherespon dents.
ThequestionnaireswillbetranslatedintoVietnameselanguage.Afterthattheresearcher willsendthetranslatedversionto10p e o p l e forin- depthinterviewandcollecttheobjectivefeedbackandinput.Afterall,q u est i o nn a i r e s willberevisedandsupplimentedbasedonthecollectedinputs.Table
Instillsprideinmeforbeingassociatedwithhim/ herGoesbeyondself- interestforthegoodofthegroupBehaves inwaysthatbuil dsmyrespect
MLQ (Bernard M.Bass and BruceJ.
SuggestsnewwaysoflookingathowtocompleteassignmentsE n co u r ag e eachothertorethinkideaswhichhadneverbeenq u est i o n ed be fore.
Iwouldbehappytospendtherestofmycareerwiththiso rg an izat io n
Finally,the co mp le te dq uest io nn ai re in English ver si on an dVi et nam e se v e r si o n werepresentedinAppendicesBandC.
Afterthedatawascollected,thestatisticaltechniqueswereemployedtoanalyzeth einformationasthequantitativeresearch.So,thesurveydatawasprocessedbyStatisticalPackage fortheSocialSciences(SPSS);therelevantdatawascodedandthentransferredtoSPSSforanaly sis.
Firstly,thevalidityandreliabilityofthescaleinstrumentwerecheckedinthec u r r e n t studyusingCronbach’sAlphaanalysisandExploratoryFactorAnalysis(E F A ) Theitemswhichweren ots at isf ie d theconditions o fr el ia bi li ty andval id it y w o u l d bedeletedbeforerunningregression.
Thenmultipler e g r e s s i o n analysisw a s a l s o c o n d u c t e d toe x a m i n e t h e correlationandmeasuretheimpactlevelofeachindependentvariablestodependent v a r i a b l e s I n this part,thecorrelationc o e f f i c i e n t R will indicatethestrengtho f r e l a t i o n s h i p betweenthevariablesandalsoprovidehowm uchofthevarianceinthed e p en d en t v ar i ab l e s explain.RSquareisalsoprovidedtoshowtheamountofv a r i a n c e inexplai ningthedependent variables,Fstatisticandthes i g n i f i c a n c e levelh e l p interpretth eresults.
Thisc h a p t e r d e s c r i b e d t h e c h o i c e o f s a m p l e s i z e , measurement s c a l e , a n d r e s e a r c h methodconductedtoprocessthecollecteddata.Theonlinequestionn airewasd e v e l o p e d f o r d a t a c o l l e c t i o n ; i t w a s d i s t r i b u t e d d i r e c t l y a n d emai lt o r e s p o n d e n t s T h i s s t u d y w a s d e s i g n e d i n t o t w o p h a s e s : t h e f i r s t w a s q u a l i t a t i v e p h a s e ( i n - d e p t h interview),thesecondwasquantitativephase.Thein- depthinterviewwasconductedt o modifythemeasurement scale.Afterthequalit ativephase,thequestionnairewasadj ust eds l i g h t l y b e f o r e t h e o f f i c i a l survey.Mains u r v e y h a d s a m p l e s i z e whichincludedtotal208validquestionnairesthatwereusedfordataanalysiswithregressio nmethod.Thenextchapterwillpresentdataanalysisresults.
Inchapter4,resultsofstudywouldbeanalyzedwithsamplen 8by2steps.Inthe fi r sts te p, t he studyused Cr on bac h ’sAlphaan d E xp lo ra to ry FactorA nal ys is ( E F
208respondentscollectedb y usingonlinesurveysuccessfullyinclude123men (accountedfor59percent)and85women(occupied41percent),agedf r o m 22toover 40yearsoldwiththemajorityfr o m 26 to30yearsold(122respondentswith59percent) andfollowedb y groupo f 30-40yearsold(49respondents, equalto 24%).Intermsofpositions,77%ofrespondentsarestaffs,13% isDeputyManagerandt herest(10%)isManagerandDirector
Animportantstepindataanalysiswastomakesureallitemswerereliableinmeas uringtheresearchconceptsthattheybelongedto.Therefore,itwasrequiredtod o t h e r e l i a b i l i t y t e s t f o r e a c h c o n s t r u c t i n t h e measurements c a l e T o e n s u r e t h e r e l i a b i l i t y oftheinstrumentdevelopedforthisresearch,Cronbach’sAlp hahadbeencon du cted as ani nd ica to r forinternal co ns iste nc y ofscales.The C r o n b a c h ’sA l p h a testhelpedtoremoveunstandardizedscaleitems.Itwasrequiredthev alueofC r o n b a c h ’sAlphashouldbeaboveoratleastequal0.6toguaranteeinternalreliability(
TotalCorrelationwasalsoveryimportant.Normally,ifthe correlationofeachspec ificitemwithtotaloftheotheritemsinthescalew as quiteh i g h orhigherthan0.3( Nunnally&Burnstein,ascitedinNguyen,2011),suchitemw a s a s s u m e d t h a t m o s t l i k e l y c o r r e l a t e d w i t h m o s t o f o t h e r scaleitemsa n d w o u l d becomea g o o d p a r t oft h i s totalrating.O n t h e o t h e r h a n d, i f t h e C o r r e c t e d item–
T o t a l correlationofanyitemwasnegativeortoolow(lessthan0.3),itwasnecessarytore- considertheitemintermsofwordingproblemsandconceptualappropriateness( L e e c h e t a l , 2 0 0 5 ) A modificationo r d e l e t i o n f o r s u c h i t e m s int h i s c a s e w a s essential.
Totalcorrelationofallscaleitemswasalsosatisfiedwiththestandard( h i g h e r than0 3), thisi ndicatedthatallscales f it totherequirementsfor reliability.N e x t step,theexplorat oryfactoranalysis(EFA)wasconductedtoclarifythevalidityo f measurementscales.
T h e mainpurposeofEFAwastoinvestigatealargenumberofrelationshipsamongi ntervalvariables(Leechetal.,2005).ThroughEFA,theresearchercouldseehowal a r g e setofitemsgrouptogetherunderacluster(Leechetal.,2005).EFAwouldbe conductedwithVarimaxrotationwasemployedinordertotakeouttheitemsonthesames calebutexposedlowloadingsontheconstruct.Thisresearchfollowedastrictcriterionto deletefactorsthattheirloadingswerelowerthan0.5andthecomponentsw i t h Eigenvalu ehigherthan1.0wereretained.
Kaiser-Meyer-OlkinMeasureofSamplingAdequacy .916 Bartlett'sTestof Approx.Chi-Square 5069.239
AsshowninTable4.3,KMOvaluewas0.916greaterthan0.7(Leechetal., 2005)indicatedthatitemsaresufficienttorepresentforeachconstructmeasurement.T h e Bartlett’stestwas alsosignificant(significancevalue waslessthan5%) indicatedth att h e v a r i a b l e s w e r e c o r r e l a t e d h i g h l y enought o becomea g o o d b a s i s f o r fac to r analysis.Insummary,bothacceptancesfordiagnostictestsemphasize dthatthedataw e r e suitableforfactoranalysis.
Thecumulativeoftheeightfactorswas72.47percentofvariance(refertotheT a b le 4.5below).Thismeantthatoverseventypercentofvariancecouldbeexplainedbyeightiniti alitems.
InitialEigenvalues ExtractionSumsofSquaredL oadings RotationSumsofSquaredL oadings Total
TheRotatedComponentMatrix(seeTable4.4)presentedtheitemsandfactorloa dingsforfactorsafterrotation,withtheacceptablestandardoffactorloadingswasmoret h a n 0 5 T h e t o t a l 3 6 itemso f 8 v a r i a b l e s g r o u p e d i n t o t h e s e 8 componentsd e f i n e d byhighloadings.Theitemsinthesameconstructafterrotatedalsoassembledi n onlyoneco mponentwithstrongloadingsandnotrelatedtoanyothercomponents.T h i s showedthatthe itemsofeachconstructwerewellconceptualized.
4.4.1M u l t i p l e R e g r e s s i o n A n a l y s i s t o d e f i n e t h e e f f e c t o f ideal izedinfluence,inspirationalmotivation, intellectualstimulation,individuali zedc o n s i d e r a t i o n onjobsatisfaction.
Firstly,multipleregressionwasemployedtotestH1(includingH1a,H1b,H1c,H1d)of whichidealizedinfluence,inspirational motivation,intellectualstimulation,i ndividualizedconsiderationw e r e c o n s i d e r e d a s t h e i n d e p e n d e n t v a r i a b l e s a n d j o b s a t i s f a c t i o n w a s t h e d e p e n d e n t v a r i a b l e H o w e v e r , b e f o r e c o n d u c t i n g m u l t i p l e regr ession, itrequiredthevariablestosatisfysomecrucialassumption s.
Assumption2:Thelinearrelationshipbetweenindependentvariablesandd ep end en t variableoccurred
Wastonwasbetween0and4,thebestwasaround2,itcouldbeconcludedthattheresidu alswereindependent.As presentedinTable4.7the valueofDurbin-
Withregardtoassumption2,theshapeofoverallregressionplotcouldhelptotestt hisassumption.Iftheoverallregressionplotmadeacurvilinearshape,itindicatedthatp r e d i c t o r s d i d n o t l i n e a r r e l a t e t o d e p e n d e n t v a r i a b l e Witht h e p l o t sho wninAppendixE,thisassumptionwaswellsupported.
Thisassumptioncouldbeconfirmedbydrawingtheresidualscatterplotchart.I ft h e d o t s i n c h a r t weres c a t t e r e d , itmeantt h a t t h e d a t a mett h e assumption o f r e s i d u a l s beingnormallydistributed.Inthisresearch,thisassumptionwasconfi rmed(seeAppendixD)
Theassumptionaboutmulticollinearitywasthemostimportantonethatneededtobe sat is fi ed beforer un ni ng multipleregressions.T hi s problem canl ead to misleadingo r i mpactn e g a t i v e l y t o t h e s i g n i f i c a n c e o f d a t a analysisr e s u l t s
Multicollinearityhappenedincasetherewerethehighintercorrelationsamongsomec ompositeoftheindependentvariables(Leechetal.,2005).Stateddifferently,m u l t i c o l l i n e a r i t y wouldappearwhenthere was theoverlappingofinformationb e t w e e n twoormorepredictors.Toinvestigatethisissue,correlationmatrixwouldbeq u i t e useful
Table4.6CorrelationsmatrixofJobSatisfaction,Idealizedinfluence,Inspirational motivation,IntellectualstimulationandIndividualconsideration
AccordingtotheCorrelationsmatrix,thePearsontestindicatedthevaluelowert h a n 0.8 andhadsignificantvalue(Sig