INTRODUCTION
Research problems
Vietnam's banking sector is poised for significant growth in Asia, driven by the country's economic expansion, increasing household incomes, and low banking service penetration Over the past two decades, government reforms have modernized the sector, aligning it with a more market-oriented economy As a result, there has been a notable rise in the use of credit and debit cards, consumer lending, and corporate banking, with card issuance doubling to 28.5 million between 2008 and 2010 The number of automated teller machines (ATMs) surged from 1,800 in 2005 to 11,000 by December 2010 Despite these advancements, the banking industry remains in its early stages of development.
As of December 2010, only about 23% of Vietnam's population, which is approximately 90 million, had bank accounts, and among those account holders, around half actively utilized consumer banking services.
Since Vietnam's accession to the World Trade Organization (WTO) in 2007, the banking sector has seen significant growth, with an influx of foreign banks such as Australia and New Zealand Bank, Hongkong and Shanghai Banking Corporation, and Standard Chartered entering the market This expansion, along with partnerships between foreign and domestic banks, has intensified competition and increased the demand for skilled labor in the industry As a result, bank managers are now challenged to effectively manage human resources and retain top talent, making employee satisfaction a crucial focus for maintaining stability and competitiveness in this dynamic labor market.
Recent discussions in various magazines and online newspapers highlight a significant shortage of human resources in Vietnam's financial sector, driven by the rapid expansion of banks and stock brokerage firms This longstanding issue is further emphasized by a recent survey from IBG, a consulting firm specializing in human resources and management, which revealed that 64% of respondents are considering job changes, including those within the finance industry.
Figure 1.1 Job satisfactions rating of Vietnamese employee
Source:http://www.ibg.com.vn
The survey results indicate that key factors influencing employee job satisfaction include opportunities for training, managerial leadership style, coworker relationships, income, and the working environment Notably, managerial leadership style emerges as the second most significant factor contributing to employees' decisions to change jobs.
Figure 1.2 Vietnam job changing reason pyramid
Source:http://www.ibg.com.vn
According to research by CareerBuilder, over 62.5% of Vietnamese employees express dissatisfaction with their current jobs, highlighting the critical need for managers to prioritize employee job satisfaction and adapt to emerging challenges.
Industry experts agree that employees who are satisfied and committed to their jobs are more likely to align with the company's values, leading to superior service quality for customers.
Research by Hartline and Ferrell (1996), Hartline, Maxham, and McKee (2000), and Singh (2000) highlights crucial elements for a firm's survival in the market Studies indicate that a manager's leadership style significantly impacts employees' perceptions and job satisfaction, necessitating that managers adopt effective leadership approaches Different leadership styles, whether autocratic or democratic, can influence employee satisfaction in unique ways Therefore, it is essential to empirically investigate the relationship between various leadership styles and employee job satisfaction.
Research by Posner and Butterfield (1978), Louis et al (1983), Hartline and Ferrell (1996), and Singh, Verbeke, and Rhoads (1996) has confirmed that role clarity is influenced by leadership style and significantly impacts job satisfaction.
Singh 2000; Korczynski, 2002; Mukherjee and Malhotra, 2006) In which, role clarity is being proven as the catalyst for enhancing job satisfaction level of employees
Research on the interplay between leadership style, role clarity, and employee job satisfaction within Vietnam's banking sector is limited Consequently, bank managers in Vietnam may wonder if these relationships are relevant to their organizations Verified data, supported by model testing in various credit institutions, can provide valuable insights for managers to better understand and enhance their organizational practices.
This study aims to investigate how leadership style and role clarity influence employee job satisfaction, as well as the relationship between leadership style and role clarity.
Research objectives
A research objective articulates the researcher's interpretation of a business problem, outlining the purpose of the study in measurable terms and establishing benchmarks for its success (Zikmund 1997, p 89, as cited in Trung, 2009) To address the identified research problem, this study aims to achieve specific objectives.
Examine the relationship between various manager leadership styles and employee role clarity in banking industry in Vietnam
Examine the relationship between various manager leadership styles and employee job satisfaction in banking industry in Vietnam
Examine the relationship between employee role clarity and employee job satisfaction in banking industry in Vietnam
The study's findings provide valuable insights for policymakers and bank leaders in Vietnam, emphasizing the need to improve employee satisfaction by adapting leadership styles and clarifying roles and responsibilities.
Scope and limitations
The research was limited to employees from select banks in Ho Chi Minh City, including Vietcombank, BIDV, Prudential, ANZ, ACB, and Saigonbank, due to resource and time constraints To accurately assess the measurement scales, further research involving a broader range of banks and key provinces across the country is essential Additionally, differentiating between foreign and local banks in future studies could provide managers with deeper insights into specific organizations.
Research methodology
This research focuses on employees from joint stock commercial banks, state-owned commercial banks, and foreign banks The study employed a two-step research method, starting with qualitative research, which involved developing measurement scales based on a review of existing literature and conducting group discussions to refine these scales for the Vietnamese banking context The second phase utilized quantitative research through a survey method, chosen for its efficiency and accuracy in gathering population data (Zikmund, 1997) Three primary tools were employed to collect the necessary data during this phase.
‐ Online survey (refer to address: http://edu.surveygizmo.com/s3/565448/roleclarity-jobsatisfaction- leadershipstyle) This is main method to collect data
The data analysis with SPSS version 16.0 was used to implement the research such as: descriptive statistic, reliability and validity of scales, multi regression analysis.
Structure of the study
The study consists of five chapters:
This chapter presents research background of the study as well as research problems, research objectives, research methodology and scope
This chapter reviews existing literature on leadership styles, employee role clarity, and job satisfaction, while also proposing hypotheses and an empirical model for the study.
This chapter focuses on the research design and the development of measurement scales, building upon the research objectives and methodology outlined in Chapter 1, as well as the literature review and empirical model discussed in Chapter 2.
Chapter 4: Data Analysis and Findings
This chapter presents the characteristics of research sample, data validation step by step Besides that, model and hypotheses are conducted in the stage
Chapter 5: Findings, Limitations and Recommendations
Last chapter summarizes findings and recommendations based on the results of previous chapters Limitations and further research suggestions are also indicated in this chapter.
LITERATURE REVIEW
Introduction
This study explores the connection between leadership style, role clarity, and employee job satisfaction The literature review will cover key concepts of leadership, various leadership style theories, and the different dimensions of role clarity and job satisfaction.
Leadership
Leadership is a critical aspect of management, as highlighted by extensive academic and practitioner literature It involves the ability to influence individuals and groups to achieve specific goals The style of a leader is shaped by various factors, including personality, environment, education, training, and personal philosophy.
According to Mintzberg (1973, as cited in Ronald et al., 2009), leadership styles are often not mutually exclusive Research shows that many managers adopt a combination of directive and participative leadership styles, adjusting their approach based on specific circumstances (Bass 1981, as cited in Ronald et al., 2009).
This study focuses on key leadership styles informed by recent research, including works by Bass (1997) and MacKenzie, Podsakoff, and Rich (2001) After reviewing major leadership theories, three styles were selected for analysis: directive leadership, participative leadership, and empowering leadership These styles are primarily derived from path-goal theory (House and Dessler, 1974, as cited in Ronald et al., 2009) and transformational theory (Keller and Dansereau, 1995; Spreitzer, De Janasz, and Quinn).
In 1999, Ronald et al identified three distinct leadership styles that influence employee management based on the level of control exercised: directive leadership, which allows little to no employee control; participative leadership, characterized by shared control; and empowering leadership, which grants extensive employee control These styles also differ in the degree of managerial influence on organizational transformation, with directive leadership reflecting a management-dominant influence, participative leadership showcasing shared influence, and empowering leadership emphasizing employee-dominant influence (Tracey and Hinkin, 1994, as cited in Ronald et al., 2009).
Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task
Leadership is fundamentally about enabling individuals to contribute to extraordinary achievements, as noted by Alan Keith (2007) Ken (2007) emphasizes that effective leadership involves the successful integration and maximization of resources to achieve organizational or societal goals Furthermore, Fullan (1998) highlights that leadership is crucial in parish life, fostering visioning, planning, empowering, and evaluation for community service.
Leadership involves the ability to inspire others through a shared vision, as noted by Weihrich & Koontz (1997) Effective leaders communicate their visions clearly and create a supportive environment that encourages risk-taking, recognition, and empowerment, allowing new leaders to emerge Warren (2007) further emphasizes that leadership is a process of influencing others to achieve objectives while fostering organizational cohesion This process is driven by a leader's attributes, including their beliefs, values, ethics, character, knowledge, and skills.
While holding a managerial title grants you the authority to complete specific tasks within an organization, it does not inherently make you a leader; it merely designates you as the boss True leadership inspires followers to strive for ambitious goals, rather than merely directing them.
According to Bass (1990, as cited in Warren, 2007), leadership can be understood through three fundamental approaches that explain how individuals attain leadership roles The initial two approaches focus on the development of leadership skills in a select group of individuals.
Some personality traits may lead people naturally into leadership roles This is the Trait Theory
A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person This is the Great Events Theory
People can choose to become leaders People can learn leadership skills This is the Transformational Leadership Theory It is the most widely accepted theory today
According to Bass (1990, as cited in Warren, 2007), individuals assess a leader's respectability not by their attributes, but through their actions, which reveal their true character This observation helps determine whether a leader is honorable and trustworthy or self-serving and manipulative Self-serving leaders may appear successful by projecting a favorable image to superiors, yet their effectiveness is limited, as employees merely obey rather than genuinely follow them Ultimately, such leaders compromise the well-being of their workers for personal gain.
The major factors of leadership were raised by U.S Army (1993) as follows:
Effective leadership requires adapting to the diverse needs of followers, as new hires need more supervision compared to experienced employees Understanding individual motivations is crucial; those lacking motivation may require different strategies than highly motivated individuals A solid grasp of human nature, including needs, emotions, and motivations, is essential for leaders to connect with their team By recognizing the unique attributes of employees—what they are, know, and can do—leaders can foster a more productive and engaged workforce.
Effective leadership requires self-awareness and a clear understanding of your abilities and knowledge Ultimately, it is the followers who assess a leader's success; if they lack trust or confidence in their leader, their motivation will wane To achieve success, a leader must inspire and gain the trust of their followers, rather than seeking validation from themselves or their superiors.
Effective leadership relies on two-way communication, with a significant portion being nonverbal By setting a personal example, you demonstrate to your team that you are willing to undertake the same tasks you expect from them, fostering trust and collaboration.
What and how you communicate either builds or harms the relationship between you and your employees
Situation All are different What you do in one situation will not always work in another
Effective leadership requires careful judgment to determine the appropriate course of action and leadership style for each unique situation For instance, addressing an employee's inappropriate behavior necessitates timing and tone; if the confrontation occurs too late, too early, or lacks the right level of firmness, the outcome may not achieve the desired effect.
The Directive Leadership Style, first identified by Lewin, Lippitt, and White in 1938, is often synonymous with the autocratic leadership style This approach emphasizes a top-down method of decision-making, making it a prevalent form of leadership in contemporary organizations.
Directive leadership is characterized by a leader's dominance over ideas, with minimal employee input and strict adherence to prescribed work methods This approach allows the leader to maintain full control, often resembling a dictatorship where manipulation or coercion may be employed to meet company goals In this model, trust in employees is limited, as leaders dictate tasks and expectations, including specific standards and deadlines Such leaders are typically found in traditional organizations, particularly in cultures that favor authoritarian governance, notably in many Asian countries.
Role Clarity
Extensive research has examined the impact of role clarity on various factors within the workplace Role clarity is defined as the extent to which employees are provided with and comprehend the necessary information to effectively perform their jobs (Rogers, Clow, and Kash, 1994, as cited in Chad, 2008) As highlighted by Hackman and Oldham, understanding one’s role is crucial for enhancing job performance and overall employee satisfaction.
Role clarity is essential for employees, as it ensures they have a clear understanding of their responsibilities within the organization (Jai and Naval, 2011) According to Banton (1965, as cited in Jai and Naval, 2011), a "role" consists of a set of norms and expectations that are established by both the individual in the position and the various stakeholders they interact with, known as role senders This clarity allows employees to effectively fulfill their obligations and enhances overall organizational performance (Kahn et al., 1964, as cited in Jai and Naval, 2011).
To effectively fulfill a role, individuals must understand the expectations, including their rights, duties, and responsibilities, as well as the activities that will meet these obligations and the potential consequences of their performance on themselves, others, and the organization The role-making process, as highlighted by Schaubroeck et al (1993), is often hindered by poor communication between role senders and receivers, alongside environmental turbulence that necessitates ongoing adjustments in roles Consequently, this process is dynamic, requiring continuous evaluation of an individual's need for clarity in their role.
Role clarity is defined as the subjective perception of having adequate information regarding job expectations and responsibilities (Jai and Naval, 2011) It encompasses the extent to which an employee receives and comprehends the necessary information to perform their duties effectively (Kelly and Hise, 1980) Conversely, role ambiguity negatively impacts job satisfaction (Behrman and Perreaul, 1984) Furthermore, role clarity involves understanding the behaviors and objectives required to achieve job goals (Kahn et al., 1964) Numerous studies have examined how personality traits influence role stressors (Kahn et al., 1964; Rizzo, House, and others).
Research by Lirtzman (1970), Keller (1973), and Sohi (1996), as cited in Chad (2008), indicates that role ambiguity is significantly linked to decreased job satisfaction due to increased stress and anxiety In contrast, role clarity has been shown to alleviate job stressors For instance, Donnelly and Ivancevich (1974, as cited in Chad, 2008) found that role clarity correlates with reduced job tension, lower physical stress, and a diminished likelihood of employee turnover.
To develop a role clarity model, it is essential to identify factors influencing employees' role clarity Research by Kammeyer-Meuller and Wanberg (2000) indicates that relationship building positively impacts role clarity, while their 2003 study highlights the importance of organizational and leadership influences Additionally, Adkins (1995, as cited in Jai and Naval, 2011) found that prior experience in similar roles enhances role clarity, as familiarity with job expectations increases confidence Walker, Churchill, and Ford (1977, as cited in Chad, 2008) categorized role clarity antecedents into personal, organizational, and environmental variables Furthermore, performance feedback and leadership have also been linked to improved role clarity (Teas, Wacker, and Hughes, 1979, as cited in Vincent, 2009) Lastly, Jackson and Schuler (1985, as cited in Avinandan, 2006) classified the factors affecting role clarity into task-related and supervisor-related categories.
In this context, job-design (task-related) and participative supervision (supervisor- related) have emerged as two vital factors affecting role clarity of frontline employees
Cohen (1959, as cited in Chad, 2008) proposed that the organizational level of respondents can influence the connection between role clarity and personal outcomes, including job-related tension, job satisfaction, and turnover intentions This relationship also extends to other factors such as perceived performance, organizational effectiveness, and organizational influence.
Some main factors determine role clarity in an organization:
‐ Teamwork seems to be a factor on which role clarity of employees is dependent
Sergeant and Frenkel (2000, as cited in Chad, 2008) highlighted the importance of team support in enhancing role clarity among frontline staff, emphasizing that effective teamwork and co-worker cooperation are essential in organizations Peer-based learning within teams significantly contributes to role understanding, as noted by Jong et al (2001, as cited in Chad, 2008), who found that team support plays a crucial role in shaping the role clarity perceived by employees in various organizational settings.
Regularly reviewing and sharing feedback with employees is crucial for their development Feedback is essential as it offers individuals direct and clear insights into how effectively they are performing their job responsibilities, as highlighted by Hackman and Oldham.
Research indicates a positive correlation between feedback and perceived role clarity, with its effects influenced by factors such as valence (positive or negative), response mode (advisory, interpretive, behavioral, or emotional), and directness (Mukherjee & Malhotra, 2006) Feedback serves as a crucial source of intrinsic motivation and plays a vital role in helping employees understand and clarify their roles, significantly enhancing their perception of role clarity (Armstrong, 1996; Teas et al., 1979, as cited in Dolatabadi, 2010).
Unnecessary interventions can hinder employee performance within an organization, while an autonomous work environment promotes role clarity Research by Mukherjee and Malhotra (2006) indicates a positive correlation between task autonomy and perceived role clarity Autonomy allows employees significant freedom and discretion in managing their work schedules and procedures (Hackman and Oldham, 1976, as cited in Chad, 2008) When frontline employees experience a loss of control over their service delivery, it can lead to feelings of helplessness, stress, and job dissatisfaction (Berry et al., 1990, as cited in Mukherjee, 2006).
Autonomy is a crucial factor in job design, significantly impacting motivation and service quality by enhancing role clarity According to Donnelly and Ivancevich (1975), as referenced by Jai and Naval, fostering autonomy in the workplace can lead to improved employee performance and satisfaction.
Supervisory consideration significantly impacts employee role clarity, as it encompasses leader behaviors aimed at enhancing the comfort and well-being of subordinates (Boshoff and Mels, 1995, as cited in Jai and Naval, 2011) This supportive leadership fosters a climate of psychological support, mutual trust, and helpfulness, which is positively associated with role clarity among frontline employees (Teas, 1983; Kohli, 1989; De Coninck et al., 1993, as cited in Mukherjee, 2006) Specifically, supervisory consideration aids in creating a nurturing environment through socio-emotional support and clarifies subordinate roles (Singh, 199, as cited in Jai and Naval, 2011).
‐ Committed employees have long stay in the organization, thus they got much opportunity to understand organization which ultimately enhances their role clarity
Research by Wetzels et al (2000, as cited in Jai and Naval, 2011) indicates a positive correlation between role clarity and organizational commitment Affective commitment, defined as an employee's emotional attachment and identification with their organization (Meyer and Allen, 1991, as cited in Noor and Noor, 2006), is enhanced when employees have a clear understanding of their roles Those who perceive role clarity are more likely to feel a strong attachment to their organization, align with its goals, and demonstrate higher levels of commitment (Zaccaro and Dobbins).
1989, as cited in Jai and Naval, 2011).
The effectiveness of an organization significantly influences role clarity, as established by Beehr et al (1976), who found a direct correlation between higher levels of role clarity and perceived organizational effectiveness Similarly, Kahn et al (1964) highlighted that role clarity is directly linked to organizational effectiveness, emphasizing that it arises from the alignment between the information accessible to individuals and the information required to perform their roles effectively.
Among lower and middle level manufacturing employees Schuler (1975) found significant positive relationships between role clarity and individual performance
Role clarity for individuals from high performing organizations will be greater than role clarity for individuals from low performing organizations
‐ Task oriented leadership style is also an important factor of generating role clarity
Employees, who are task driven, make their roles clear on the way of doing a job
Hamner and Tosi (1974, as cited in Jai and Naval, 2011) found that higher levels of role clarity are related directly to higher levels of Superior's task-oriented leadership
Job Satisfaction
The research about employee job satisfaction has been found in the 1930’s and become frequently extensive topic such as Allen, Drevs, & Ruhe, (1999); Kleinman, (2004);
Job satisfaction refers to the emotional response an employee has towards their work, shaped by the comparison between perceived and desired outcomes It encompasses the feelings, attitudes, and preferences individuals hold regarding their jobs, ultimately reflecting the extent to which employees enjoy their roles.
Numerous theories have been developed to understand job satisfaction in literature Vroom's (1964) need/value fulfillment theory posits that job satisfaction is inversely related to the gap between individual needs and how well the job meets those needs Additionally, Porter and Lawler (1968, as cited in Balakarthi, 2011) categorize factors influencing job satisfaction into internal and external groups Internal factors pertain to the work itself, encompassing feelings of independence, achievement, and self-esteem, while external factors involve aspects such as relationships with colleagues, salary, and benefits Consequently, influences on job satisfaction can be classified into work-related and employee-related factors (Glisson and Durick, 1988, as cited in Balakarthi, 2011).
Job satisfaction is characterized as a pleasurable emotional state derived from evaluating one's job, reflecting an individual's affective response and overall attitude towards their work.
Job satisfaction is a complex attitude shaped by our emotions, beliefs, and behaviors regarding our work (Weiss, 2002, as cited in Remus, 2004) It encompasses the overall measurement of working attitudes, including feelings of happiness and pleasure in one's job (Edward and Scullion, 1982, as cited in Mohd, 2009) According to Cranny, Smith, and Stone (1992, as cited in Mohd, 2009), job satisfaction reflects whether employees find their work fulfilling enough to continue in their roles until they are ready for greater responsibilities Ultimately, job satisfaction arises from the cognitive and affective responses to the gap between employees' expectations and their actual experiences at work.
Numerous studies have examined job satisfaction as both an independent and dependent variable, highlighting its significant role in organizational behavior Job satisfaction positively impacts employee performance and organizational commitment while negatively affecting employee turnover (Agarwal and Ferrat, 2001; Poulin, 1994; Chen, 2008, as cited in Dogan, 2009).
Employee job satisfaction is closely linked to job performance, as noted by Fitzgerald (1972) High levels of job satisfaction foster positive behaviors among employees, including excellent customer service, collaboration with coworkers, and a strong commitment to the organization (Arnett, Laverie, & McLane, 2002, as cited in Irene, 2006) Ultimately, job satisfaction serves as a key motivator for employees to provide outstanding service.
The intricate relationships between job satisfaction and various factors such as motivation, stress, salary, promotion, role conflict, and leadership style continue to be a significant focus in management literature Research highlights the importance of variables like distributive and procedural justice, role ambiguity, autonomy, workload, educational level, and emotional intelligence in understanding job satisfaction (Ross and Reskin, 1992; Agho et al., 1993; Stordeur et al., 2001; Chu et al., 2003; Kafetsios and Zampetakis, 2008, cited in Dogan, 2009).
Employee job satisfaction is influenced by various factors, including demographic variables such as education, experience, and hierarchical position, job characteristics like autonomy and salary, and organizational environment aspects including professionalization and unit type (Sengin, 2003; Hinshaw & Atwood, 1984) Research indicates that job satisfaction correlates positively with factors like involvement, positive affectivity, autonomy, and supervisor support, while negatively correlating with role ambiguity, workload, and resource inadequacy (Chu et al., 2003) Inadequate salary is a significant contributor to employee dissatisfaction (Carr & Kazanowsky, 1994) Additionally, job satisfaction is linked to working conditions, intrinsic compensation, and supportive company policies (Hoffman & Ingram, 1992) Factors such as empowerment, training, feedback, and clear job descriptions also enhance job satisfaction, while role stress negatively impacts it (Mrayyan, 2005) Studies have shown a positive relationship between role clarity and job satisfaction, with unclear roles leading to confusion and diminished team effectiveness (Donnelly & Ivancevich, 1975; Deeter-Schmelz, 1997) Overall, a lack of role clarity is associated with job stress and poor job satisfaction, which can adversely affect employee performance (Walker, Churchill, and Ford, 1975).
Effective leadership is crucial for job satisfaction, as a lack of support and consideration from leaders can create a stressful work environment Hostile interactions between leaders and employees may lead to decreased job enjoyment, self-doubt regarding one’s abilities, negative reactions toward the leader, and ultimately, employee turnover.
The quality of the leader-employee relationship significantly influences employee self-esteem and job satisfaction, as highlighted in various studies (Brockner, 1988; DeCremer, 2003; Chen & Spector, 1991).
Research indicates that employees with high achievement motivation experience greater job satisfaction compared to those with low motivation (Arvey & Dewhirst, 1976, as cited in Dogan, 2009) Autonomy also plays a crucial role in enhancing job satisfaction; for instance, Abdel Halim (1983, as cited in Dogan) found that employees with a strong need for independence performed better and were more satisfied when engaged in non-repetitive tasks with high participation Furthermore, administrative styles and professional status significantly impact job satisfaction, with recent studies highlighting that a participative management style is favored by modern managers to boost employee satisfaction (Dogan, 2009) Additionally, leadership styles that emphasize consideration and expressiveness contribute positively to job satisfaction (Singh & Pestonjee, 1974).
Task-structured leaders, often referred to as instrumental leaders, prioritize initiating structure over employee concern, which can negatively impact job satisfaction for those engaged in routine tasks (Spector, 1985, as cited in Brooke, 2006).
(Robbins, 1998, as cited in Brooke, 2006)
This study concerned with the overall job satisfaction of employees rather than with their satisfaction with separate facets of the job.
Hypotheses
Role clarity is essential for employee performance and job satisfaction, as it encompasses the information provided about job expectations and the individual's understanding of their responsibilities Research indicates that effective role clarity helps employees comprehend how to perform their tasks, making it a crucial aspect for managers to address in the workplace.
Feedback plays a crucial role in helping employees understand and clarify their responsibilities, significantly enhancing their perceived role clarity Directive leadership is particularly effective in this regard, as it generates substantial feedback that provides employees with a clear understanding of their roles within the organization The authoritative nature of directive leadership ensures that subordinates are explicitly informed about their responsibilities Empirical evidence supports this notion, indicating that management feedback is linked to increased role clarity Therefore, it is anticipated that managers utilizing a directive leadership style will effectively boost their employees' role clarity.
H1: An increase in the use of a directive leadership style is associated with an increase in employee role clarity
Participative leadership, while offering less explicit directives regarding employee responsibilities, plays a crucial role in enhancing role clarity Unlike directive leadership, which relies on top-down communication, participative leadership fosters a two-way dialogue, allowing employees to contribute to and have some control over their roles This collaborative approach enables employees to receive valuable feedback from their managers on role expectations, ultimately leading to improved clarity as information and expectations are managed through consensus (Bass, 1981, as cited in Dolatabadi, 2010).
Employee participation in decision-making enhances awareness of significant organizational events and allows them to influence job-related decisions (Teas, 1983, as cited in Ronald, 2009) This involvement fosters aligned perceptions regarding role expectations, leading to improved role clarity among employees (Teas et al., 1979) Consequently, those who engage in decision-making report a higher level of clarity in their roles (Teas et al., 1979, as cited in Ronald).
Research by Mukherjee and Malhotra (2006) indicates a positive link between participation in decision-making and perceived role clarity Role clarity tends to improve when information and expectations regarding employees' roles are managed collaboratively (Bass 1981, as cited in Ronald, 2009) Therefore, it can be anticipated that a participative leadership style positively influences role clarity.
H2: An increase in the use of a participative leadership style is associated with an increase in employee role clarity
Empowering leaders give their employees the latitude necessary to perform their jobs
Empowering leadership often involves managers providing minimal direction and feedback on employees' roles and responsibilities, which can lead to confusion and increased stress among staff (Keller and Dansereau, 1995; Spreitzer et al., 1999, as cited in Ronald, 2009) While training and job specifications aim to clarify role expectations, the lack of consistent feedback undermines employees' understanding of their responsibilities Additionally, employees who prefer more guidance may perceive empowerment as an unwelcome burden rather than a benefit (Bowen and Lawler, 1992, as cited in Ronald, 2009) Consequently, the impact of empowering leadership on role clarity may be detrimental.
H3: An increase in the use of an empowering leadership style is associated with a decrease in employee role clarity
Several studies have found a participative leadership style to be more satisfying to employees than a directive leadership style (Bass 1981, as cited in Ronald, 2009)
Employees feel more valued when managers involve them in decision-making rather than providing strict instructions for every task Directive leadership styles that include manipulative tactics can lead to decreased job satisfaction, as employees may perceive such approaches as demeaning or disrespectful Therefore, fostering an inclusive decision-making environment is essential for enhancing employee morale and satisfaction.
H4: An increase in the use of a directive leadership style is associated with a decrease in employee job satisfaction
H5: An increase in the use of a participative leadership style is associated with an increase in employee job satisfaction
Empowering leadership, as defined by Conger and Kanungo (1988, cited in Gretchen, 2007), involves providing employees with greater autonomy and authority in workplace decision-making This leadership style has been linked to increased job satisfaction and enthusiasm among employees, particularly in customer service roles (Bowen and Lawler 1992, cited in Ronald, 2009) By allowing employees more control over their work, organizations can foster a more motivated and satisfied workforce.
H6: An increase in the use of an empowering leadership style is associated with an increase in employee job satisfaction
Considerable evidence suggests that increased role ambiguity is associated with reduced job satisfaction and vice versa Posner and Butterfield (1978, as cite in Jai,
Role ambiguity, defined as a lack of information or uncertainty regarding expected job behavior, typically has negative effects, while role clarity is linked to positive outcomes, particularly job satisfaction Employees who understand their roles tend to report higher job satisfaction compared to those who do not Research indicates that role clarity significantly influences job satisfaction, suggesting that clear expectations lead to greater employee contentment Factors such as feedback, participation, and team support play crucial roles in enhancing role clarity, which subsequently boosts job satisfaction Conversely, low levels of role clarity can result in job dissatisfaction, highlighting the importance of clear role definitions within the workplace.
Research indicates that employees lacking clarity in their roles tend to experience lower job satisfaction (1981) Conversely, those with a clear understanding of their responsibilities are more confident in the connection between their efforts and performance, leading to greater job satisfaction (Walker et al., 1977, as cited in Jai, 2011).
Kahn et al (1964, as cited in Mathew, 2004) highlighted that uncertainty regarding work role expectations can result in negative emotions such as tension, anxiety, and apathy, ultimately diminishing job satisfaction Conversely, individuals experience higher job satisfaction when they have clear expectations and understand the best methods to fulfill their responsibilities.
A meta-analysis conducted in 1994 (as cited in June and Mahmood, 2011) revealed a strong negative correlation between role ambiguity and job satisfaction, indicating that increased role clarity is associated with higher job satisfaction Additionally, Sawyer (1992, as cited in Mathew, 2004) identified two components of role clarity: goal clarity, which pertains to understanding role expectations, and process clarity, which involves knowing the activities required to meet those expectations Both aspects were found to positively influence job satisfaction.
H7: An increase in employee role clarity is associated with an increase in employee job satisfaction
In summary, seven hypotheses were proposed as below:
H1: An increase in the use of a directive leadership style is associated with an increase in employee role clarity
H2: An increase in the use of a participative leadership style is associated with an increase in employee role clarity
H3: An increase in the use of an empowering leadership style is associated with a decrease in employee role clarity
H4: An increase in the use of a directive leadership style is associated with a decrease in employee job satisfaction
H5: An increase in the use of a participative leadership style is associated with an increase in employee job satisfaction
H6: An increase in the use of an empowering leadership style is associated with an increase in employee job satisfaction
H7: An increase in employee role clarity is associated with an increase in employee job satisfaction
The article discusses three distinct leadership styles that influence employee management based on the level of control: directive leadership, which involves minimal employee control; participative leadership, characterized by shared control; and empowering leadership, which grants extensive control to employees These styles are inherently different and cannot be simultaneously exhibited by a single leader, implying that a manager typically adopts one predominant leadership style To explore this concept, the article presents seven hypotheses and illustrates a corresponding model.
Figure 2.1: Schematic diagram of the conceptual framework
Summary
The previous discussion has shown the theoretical relationship among five factors directive leadership style, participative leadership style, empowering leadership style
In which, job satisfaction is differently influenced by three style of leadership and role
Job Satisfaction clarity as well In addition, role clarity is also considered as a dependent variable under leader’s behavior
In order to validate above proposals, research methodology will be discussed in next chapter.
METHODOLOGY
Introduction
In the previous chapter, a theoretical model was established, focusing on five key constructs: directive leadership style, participative leadership style, empowering leadership style, role clarity, and job satisfaction Chapter 3 outlines the research methodology employed to develop, assess, and quantify the scales while testing the theoretical models and hypotheses This chapter is divided into two main sections: the first details the research design, encompassing both qualitative and quantitative approaches, and the second focuses on the development of measurement scales.
Research design
This study comprises two research phases: preliminary and main research The preliminary phase utilizes qualitative methods, specifically group discussions, to refine and modify variables In contrast, the main research employs quantitative methods, including face-to-face interviews, email surveys, and online questionnaires, with data analysis supported by SPSS tools.
Table 3.1 Type and technique of research
Phase Type of research Method Technique Time
Direct interview Online survey Email delivery
The preliminary test aimed to identify and address potential weaknesses in the initial draft of the questionnaire, ultimately leading to the development of a final version for the main survey This pretest serves as an evaluation of the construct measures, focusing on refining and enhancing the measurement scales for improved accuracy and effectiveness.
Based on previous studies, expert discussions, and practical experience, the author designed variables for qualitative research specific to the Vietnamese banking industry Although the initial scale was derived from existing studies and deemed acceptable, it required adjustments and additional components for this context To enhance the measurability and reliability of the scales, the research process began with group discussions involving eight banking employees with at least five years of experience from Prudential Finance Vietnam, Asia Commercial Bank, and Citi Bank, representing consumer, local, and multinational banking sectors These discussions aimed to identify issues and revise the questionnaire, resulting in the elimination of factors deemed unnecessary by over half of the participants Ultimately, this qualitative research phase yielded adjusted measurement scales and a refined questionnaire for the main research step.
The study utilized quantitative research methods to gather data from participants through interviews using a questionnaire developed in the initial research phase Data refinement and analysis were performed with the assistance of SPSS 16.0 software.
To initiate the research process, it is essential to select the study population, which refers to the comprehensive set of units under investigation In this context, the population encompasses all employees working in credit institutions in Vietnam, specifically within the banking industry.
The second step in the sampling process involves selecting the sampling frame, which is the list of elements from which a sample can be drawn In Vietnam's banking sector, there are five state-owned commercial banks, thirty-nine joint stock banks, five fully foreign-owned banks, five joint venture banks, and two development and policy banks For this study, the sampling frame included employees from Vietcombank and BIDV (two of the largest state-owned banks), as well as Prudential Finance, ANZ, and Citibank (representing multinational banks), ACB, Saigonbank (representing local banks), and other banks, focusing on individuals aged 22 and above To ensure reliable feedback, participants were required to have a minimum of six months of experience in the banking industry.
The next step in the research process is to determine the appropriate sampling method for selecting the study sample Methodology literature identifies two primary sampling approaches: probability sampling and non-probability sampling (Tho & Trang 2007, as cited in Trung, 2009).
In this study, the non-probability method was chosen due to the elements in the population do not have a known or predetermined chance of being selected as subjects
The study's findings cannot be confidently generalized to the broader population due to the limitations of the sample In situations where time constraints or other factors impact generalizability, researchers often resort to non-probability sampling methods (Canava et al., 2001, as cited in Trung, 2009) There are two primary types of non-probability sampling: convenience sampling and purposive sampling While convenience sampling is the least reliable in terms of generalizability, it may be the only feasible option for obtaining quick information or conducting exploratory research (Canava et al., 2001).
The interviews were implemented to employees in banking industry was based on convenience sampling
A reliable and valid sample is essential for generalizing research findings to the broader population, as highlighted by Canava et al (2001) The sample statistics must accurately estimate the population parameters with minimal error Determining the appropriate sample size involves considering the desired precision and confidence levels in estimating these parameters, along with the inherent variability within the population.
Determining the appropriate sample size for research remains a debated topic, influenced by the statistical methods employed, such as Maximum Likelihood (ML) and generalized least squares Tho and Trang (2007, as cited in Trung, 2009) indicate that while a consensus is lacking, many researchers recommend a minimum sample size of 100 to 150 responses when using the ML method Additionally, some advocate for at least five observations per estimated parameter, with a common guideline for exploratory factor analysis (EFA) suggesting that the sample size should be four to five times the number of variables analyzed Consequently, this study aims for a target sample size of at least 150 participants.
A total of 205 responses were collected through face-to-face interactions, email delivery, and an online survey After removing 28 responses due to missing information or incomplete feedback, the missing rate stood at 11.5% Ultimately, 177 usable questionnaires were obtained for analysis.
The literature on research methodology has identified a number of survey methods such as face-to-face interview, telephone interview, and mail survey or online survey
Among these methods, the face-to-face survey yields higher response rates and allows researchers to use physical stimuli to facilitate the interview (Zikmund 1997, as cited in
Trung, 2009) It also allows interviewers to clarify the meanings of ambiguous or complex questions
In this study, the data was collected by 3 methods:
‐ Email delivery and distribution method
‐ Online survey method (http://edu.surveygizmo.com/s3/565448/roleclarity- jobsatisfaction-leadershipstyle)
The phone interview method has been discontinued due to high costs In face-to-face interviews, the research involved two steps: first, interviewees were briefed on the purpose of the discussion, followed by the questionnaire response phase For the email delivery method, the purpose of the study was included with the questionnaire However, no explanatory documents were provided in the online method due to technical limitations.
In July 2011, an interview was conducted over a five-week period, where participants were informed that their involvement was voluntary and they could withdraw at any time To promote honesty and openness, participants were assured that their responses would remain confidential and reported only in aggregate form.
Data was constructed using 7-point Likert scaling for all items of the research model
For demographic parameters, the items are ordinal scales from 1 to 12 for bank name, 1 to 3 for education, 1 or 2 for gender, 1 to 5 for position and working experience
Upon completing data collection, descriptive statistics were performed to summarize the sample Subsequently, reliability tests using Cronbach’s alpha and validity assessments through exploratory factor analysis (EFA) were applied to the main survey data These tests aimed to evaluate the validity and reliability of the measurement instruments, focusing on refining the scales used to assess the constructs based on their reliability and dimensionality.
Refinement of scales through reliability testing
Reliability refers to the consistency of measurements, indicating how an instrument yields the same results under identical conditions, also known as repeatability Achieving a satisfactory level of reliability is essential, as lower reliability leads to inconsistent indicators, making them less effective for measuring the underlying dimension (Hair et al., 1998, as cited in Trung).
Measurement scales development
As discussed in chapter 2, there are five constructs in the theoretical model These are:
(1) directive leadership style; (2) participative leadership style; (3) empowering leadership; (4) role clarity; and (5) job satisfaction
To effectively implement three leadership behaviors—directive leadership, which encompasses seven key items; participative leadership, consisting of four essential items; and empowering leadership, comprising eight critical items—recommendations from the Leader Behavior Description Questionnaire – Version 12 (Cook et al., 1981) were utilized.
Directive leadership style (1 = strongly disagree, 7 = strongly agree)
1 My manager lets employees know what his expectation is
2 My manager encourages the use of uniform procedures
3 My manager tries out his ideas on employees
4 My manager makes his attitude clear to employees
5 My manager makes sure that his role in the organization is understood by employees
6 My manager maintain definite standards of performance
7 My manager ask employees follow the standard rules and regulations
Participative leadership style (1 = strongly disagree, 7 = strongly agree)
1 My manager encourages employees to participate in important decision
2 My manager encourages employees to speak out when they disagree with a decision
3 My manager often make decisions with asking employees for opinions
4 My manager make important decision with involving employees
Empowering leadership style (1 = strongly disagree, 7 = strongly agree)
1 My manager allows employees complete freedom in their work
2 My manager permits employees to use their own judgment in solving problems
3 My manager encourages initiative in employees
4 My manager lets employees do their work the way they think best
5 My manager turn employees loose on a job, and let them go to it
6 My manager assigns tasks, then let employees handle them
7 My manager allows employees a high degree of initiative
8 My manager trusts employees to exercise good judgment
Next, the operationalization of the construct reflects the components of role clarity are identified in Sawyer’s (1992) measures of role clarity The 9 items scale was developed:
Role clarity (1 = very uncertain, 7 = very certain)
2 The goal and objectives of my job
3 How my work relates to the overall objectives of my work unit
4 The expected results of my work
5 How to divide my time among the tasks required of my job
6 How to schedule my work day
7 How to determine the appropriate procedures for each work task
8 The procedures I use to do my job are correct and proper
9 Considering all your work tasks, how certain are you that you know the best way to do these tasks
Finally, the Brown and Peterson (1993) scale measurement of job satisfaction was combined with Rusbult and Farrell (1993) instrument to derive 7 items job satisfaction scale used in this study
Job satisfaction (1 = strongly disagree, 7 = strongly agree)
1 If I had to decide all over again, I would still choose the job I have now
2 I will recommend my friend for applying job for current organization
3 General organization’s job policies is good
4 I receive strong support to complete job from organization
5 I have opportunities for advancement with organization
6 This job is my ideal job
7 This is just like the job I wanted when I started this job The summary of measures used in this study is described in Table 3.2:
Table 3.2 Measures used in the study
Cook et al (1981) A seven-item scale from the Leader Behavior Description
Questionnaire-Version 12 (LBDQ XII) that measures the extent to which managers direct employee activities and set standards
Cook et al (1981) A four-item scale from the LBDQ XII that measures the extent to which managers allow employees to express opinions and participate in decision making
Cook et al (1981) An eight-item scale from the LBDQ XII that measures the extent to which managers empower employees to use their own initiative and judgment
Role Clarity Sawyer (1992) A nine-item scale that measures the level role clarity
(goal clarity and fulfill their roles)
Job Satisfaction Brown and Peterson
A seven-item scale that measures the extent to which employees are satisfied with variety of job dimensions
The employee survey utilized a 7-point scale, where responses ranged from 'strongly disagree' (1) to 'strongly agree' (7) To ensure relevance to the current study, the draft measurement scales were refined through focus group discussions during the preliminary research phase.
A preliminary survey was carried out through a focus group discussion involving eight senior employees from three credit institutions: ACB, Prudential, and Citibank, conducted via a Yahoo conference meeting The outcome of this discussion led to the development of a modified scale.
The initial 35 draft variables underwent refinement, resulting in the removal of several items to enhance the scales' effectiveness Specifically, one item from the empowering leadership style scale was deleted due to redundancy, while three items from the role clarity scale were omitted as they pertained more to company workflow and policy than leadership style impact Additionally, an item from the job satisfaction scale was removed due to low relevance to employee satisfaction, and another item was deleted due to its incompatibility with Vietnamese personality characteristics.
Remaining 28 items are summarized in Table 3.3
Table 3.3 Final questionnaire Dimension Question/Item/Variable Item Code
My manager lets employees know what his expectation is DL1
My manager encourages the use of uniform procedures DL2
My manager tries out his ideas on employees DL3
My manager makes his attitude clear to employees DL4
My manager makes sure that his role in the organization is understood by employees DL5
My manager maintain definite standards of performance DL6
My manager ask employees follow the standard rules and regulations DL7
My manager encourages employees to participate in important decision PL1
My manager encourages employees to speak out when they disagree with a decision PL2
My manager often make decisions with asking employees for opinions PL3
My manager make important decision with involving employees PL4
My manager allows employees complete freedom in their work EL1
My manager permits employees to use their own judgment in solving problems EL2
My manager encourages initiative in employees EL3
My manager lets employees do their work the way they think best EL4
My manager assigns tasks, then let employees handle them EL5
My manager allows employees a high degree of initiative EL6
My manager trusts employees to exercise good judgment EL7
My duties and responsibilities RC1
The goal and objectives of my job RC2
How my work relates to the overall objectives of my work unit RC3
The expected results of my work RC4
How to divide my time among the tasks required of my job RC5
If I had to decide all over again, I would still choose the job I have now JS1 General organization’s job policies is good JS2
I have opportunities for advancement with organization JS3
This job is my ideal job JS4 This is just like the job I wanted when I started this job JS5
The refined constructs from the preliminary research were utilized as the official questionnaire for the main survey, with the Vietnamese version of these measures available in Appendix 1.
Summary
This chapter outlines the research methodology and procedures utilized in this study, justifying the chosen approach It emphasizes the development of the questionnaire and the analytical techniques used to evaluate the propositions and address the research questions.
This chapter also described the statistical methods employed for data analysis, including validity, dimensionality and reliability assessments The next chapter reports the results of the data analysis.
DATA ANALYSIS AND FINDINGS
Introduction
The previous chapter discussed the research methodology including the operationalization of the five constructs of the theoretical model developed in Chapter
This chapter outlines the findings of the main study, detailing the sample characteristics and providing descriptive statistics from the primary survey The data gathered through online surveys, emails, and direct interviews was analyzed using SPSS 16.0, employing Cronbach’s alpha coefficient and exploratory factor analysis to evaluate the reliability and validity of the measurement scale Additionally, the chapter presents the results of hypothesis testing through regression analysis, along with a comprehensive discussion of the findings.
Descriptive statistics of sample
This section examines the statistics obtained from the dataset, highlighting that the survey, conducted through face-to-face interviews, online surveys, and email, received 25, 105, and 47 completed responses, respectively With a total of 177 valid questionnaires and a 100% usable response rate, demographic characteristics were analyzed first Data analysis was performed using SPSS, employing descriptive statistics to present the sample profile, with basic statistics detailed in Table 4.1 below.
Table 4.1 Demographic characteristics Characteristics Descriptions Frequency Percent
The study categorizes 177 respondents based on their education levels, revealing that 71% hold graduate degrees, 48% are postgraduate employees, and only 1.7% are at the college level This indicates that a graduate degree is the standard requirement for employment in the banking industry, with a notable proportion of respondents possessing master's degrees or higher, highlighting the high educational background prevalent among employees in this sector.
The analysis of sex and age demographics reveals that female staff constitute 52.5% of the workforce, while the age group of 20 to 35 years makes up a notable 73%, reflecting the recent surge in banking activities.
Similarly, most contributions of seniority and position fall into 2-4 years group and staff level group with 32.7 percent and 54.2 percent respectively
Table 4.2 presents team level descriptive statistics with minimum, maximum, means and standard deviations of each measurement item
Table 4.2 Descriptive statistic of measurement items
Items N Median Mode Minimum Maximum Range
Assessment of measurement scale
Investigating a measurement model is essential for theory testing and development, as it ensures the reliability and validity of measures (Bagozzi 1980; Kline 1998, cited in Trung 2006) This process evaluates whether an instrument accurately measures its intended constructs (Bagozzi 1994; Bollen 1989, cited in Trung 2006) In this study, exploratory factor analysis and Cronbach’s alpha, recognized as traditional methods for assessing construct measures, were employed as the primary tools for evaluation.
To ensure the validity of the variables and conclusions in this study, it is crucial to examine the reliability of the measurements employed According to Nunnally (1967), reliability refers to the repeatability of measurements and the identification of random influences that may distort them, which are recognized as sources of measurement error When evaluating a multi-item scale, the initial step is to assess internal consistency reliability to prevent the introduction of artificial factors in factor analysis caused by irrelevant items (Gerbing & ).
The study adheres to the generalizability theory established by Cronbach et al (1972), recognized as a leading approach to assessing reliability This paper focuses on error factors linked to the varied application of items, utilizing coefficient alpha as a measure of reliability (Cortina, 1988, cited in Trung, 2008).
Coefficient alpha, established by Cortina in 1993, quantifies the consistency of items within a test, indicating how well they measure the same construct A high alpha score reflects low uniqueness and high communalities among test items, suggesting that they reliably assess the intended variables An alpha value exceeding a certain threshold signifies strong internal consistency, reinforcing the reliability of the measurement tool.
0.70, is highly satisfactory for most research purposes (Hair et al 1995, cited in Quan
According to Roberts & Wortzel (1979), a Cronbach's α value between 0.70 and 0.96 indicates high reliability for a scale To maintain this reliability, each item should demonstrate a strong correlation with the total score, known as the corrected item-total correlation In this study, items with a correlation below 0.4 will be considered for removal, as eliminating these low-correlation items can enhance the overall coefficient alpha.
Reliability of directive leadership style through Cronbach’s alpha coefficient
The internal reliability of the directive leadership style was assessed using Cronbach’s alpha coefficients, revealing that items DL3 and DL7 should be removed due to low item-total correlations of 213 and 343, respectively, which fall below the acceptable threshold of 0.4 Following the removal of these items, the Cronbach’s alpha coefficient improved significantly from 0.771 to 0.812, or 0.780 for each item removed, ultimately increasing to 0.832, surpassing the minimum acceptable value of 0.70 The remaining five items, DL1, DL2, DL4, DL5, and DL6, demonstrated adequate reliability and were retained for exploratory factor analysis (EFA) in subsequent steps.
Reliability of participate leadership style through Cronbach’s alpha coefficient
The participative leadership style demonstrated high reliability, with a Cronbach’s alpha coefficient of 0.946 and a minimum item-total correlation of 0.713, exceeding the benchmark value Consequently, the four variables PL1, PL2, PL3, and PL4 were retained for further analysis using Exploratory Factor Analysis (EFA).
Reliability of empowering leadership style through Cronbach’s alpha coefficient
Empowering leadership, the final leadership style examined, demonstrated a high Cronbach's alpha of 877 However, the item EL7 was excluded due to a low item-total correlation of 347, which is below the acceptable threshold of 0.4 Upon re-evaluating the reliability of the remaining variables, results indicated that all items met the minimum item-total correlation requirement Additionally, the Cronbach's alpha increased to 0.895, confirming that the six items assessing empowering leadership style are reliable.
Reliability of role clarity through Cronbach’s alpha coefficient
The analysis of the five-item scale for role clarity revealed that the item-total correlation for RC1 was 0.272, falling below the acceptable threshold of 0.4, leading to its removal After excluding RC1, the revised Cronbach's alpha increased to 0.786, surpassing the recommended level of 0.7, with all remaining items demonstrating item-total correlations exceeding 0.4 Consequently, the four remaining variables were deemed suitable for further analysis.
Reliability of job satisfaction through Cronbach’s alpha coefficient
The analysis indicated that removing item JS1, which had an item-total correlation of 0.375, would enhance the reliability of the measure, increasing Cronbach’s alpha from 0.814 to 0.853 With JS1 excluded, the data on job satisfaction met the reliability criteria, as all remaining items (JS2, JS3, JS4, and JS5) had item-total correlations above 0.4 This suggests that the measurement scales for job satisfaction identified in the literature review are suitable for subsequent research steps.
The latest Cronbach’s alpha coefficients were briefed in the Table 4.3 below:
Table 4.3 Summary of Cronbach’s alpha
4.3.2 Validity with Exploratory Factor Analysis
Following reliability testing using Cronbach’s alpha, Exploratory Factor Analysis (EFA) was conducted to determine the dimensions of the scales and the factor loadings for each item Once the factors are accurately identified and loaded, the hypothesized structural model can be evaluated (Hair et al., 2003) In the EFA process, the Kaiser-Meyer-Olkin measure assesses the adequacy of sampling by examining the size of partial correlations among variables, while Bartlett's test of sphericity evaluates whether the correlation matrix resembles an identity matrix, indicating the unsuitability of the factor model.
To ensure an adequate sample for factor analysis, the Kaiser-Meyer-Olkin (KMO) value must exceed 0.5, and Bartlett’s test should yield significant results (Field, 2005) According to Hair et al (2003), item loadings above 0.3 are deemed significant, with loadings over 0.4 considered important, and those at or above 0.5 regarded as highly significant The principal component analysis with varimax rotation is the preferred method, requiring an eigenvalue greater than 1, while items with factor loadings below 0.4 are excluded The scale is accepted when the total variance extracted is 50% or higher (Gerbing & Anderson, 1988) In this study, we ensured that KMO was greater than 0.5, factor loadings exceeded 0.4, eigenvalues were above 1, and cumulative variance explained was over 50%, all supported by a significant Bartlett’s test.
Evaluation of the measurement scale by using EFA
After removing five variables—DL3, DL7, EL7, RC1, and JS1—23 variables were retained for exploratory factor analysis (EFA) This analysis aims to identify and eliminate variables that lack correlation with others, guided by the criteria of the Kaiser-Meyer-Olkin (KMO) measure, Bartlett’s test, factor loading, and the cumulative variance explained.
The EFA results indicated a KMO value of 626, surpassing the threshold of 0.5, and a significant Bartlett’s test (Sig = 000), confirming the acceptability of factor analysis for the dataset Utilizing varimax rotation, five factors were extracted, all with factor loadings above 0.4, eliminating the need for variable deletion Factor one, comprising items EL1 to EL6, had an eigenvalue of 7.78, accounting for 33.8% of the total variance Factor two, with items PL1 to PL4, had an eigenvalue of 4.06 and explained 17.6% of the variance Factor three, including items DL1, DL2, DL4, DL5, and DL6, had an eigenvalue of 2.03, explaining 8.83% of the variance Factor four, consisting of items JS2 to JS5, had an eigenvalue of 1.67, contributing 7.2% to the variance, while factor five, with items RC2 to RC5, had an eigenvalue of 1.43, explaining 6.2% of the variance Collectively, these five factors accounted for a cumulative variance of 73.8%, exceeding the minimum acceptable value of 50%, thus demonstrating that they explain 77.3% of the variance in the questionnaire The remaining 22.7% arose from items excluded from this study The rotated component matrix confirmed that the extracted factors aligned with the original model from Chapter 3, indicating a strong representation of the original dataset and reaffirming the scales' suitability Since the reliability of the original scale had been previously established, no further reliability testing was deemed necessary for these components.
The reliability testing using Cronbach’s alpha and validity testing through EFA analysis indicated that all variables in the original measurement scale were appropriate, except for five items: DL3 and DL7 from the directive leadership factor, EL7 from the empowering leadership factor, RC1 from the role clarity factor, and JS1 from the job satisfaction factor Following the removal of these five items, the final instrument utilized for the study is presented in Table 4.5 The subsequent section will concentrate on hypothesis testing based on the theoretical model outlined in Chapter 2.
Table 4.5 Final construct measurement scales Instrument Measurement scales Item Code
My manager lets employees know what his expectation is DL1
My manager encourages the use of uniform procedures DL2
My manager makes his attitude clear to employees DL4
My manager makes sure that his role in the organization is understood by employees DL5
My manager maintain definite standards of performance DL6
My manager encourages employees to participate in important decision PL1
My manager encourages employees to speak out when they disagree with a decision PL2
My manager often make decisions with asking employees for opinions PL3
My manager make important decision with involving employees PL4
My manager allows employees complete freedom in their work EL1
My manager permits employees to use their own judgment in solving problems EL2
My manager encourages initiative in employees EL3
My manager lets employees do their work the way they think best EL4
My manager assigns tasks, then let employees handle them EL5
My manager allows employees a high degree of initiative EL6
The goal and objectives of my job RC2
How my work relates to the overall objectives of my work unit RC3
The expected results of my work RC4
How to divide my time among the tasks required of my job RC5
General organization’s job policies is good JS2
I have opportunities for advancement with organization JS3
This job is my ideal job JS4
This is just like the job I wanted when I started this job JS5
Hypothesis testing
This study utilized linear regression analysis to evaluate the hypotheses, aiming to establish a relationship between dependent and independent variables (Mendenhall and Sincich, 1993) In hypotheses H1, H2, and H3, role clarity served as the dependent variable, while directive, participative, and empowering leadership styles were the independent variables For hypotheses H4, H5, H6, and H7, job satisfaction was the dependent variable, influenced by the same leadership styles along with role clarity as an additional independent variable.
The major method was utilized in order to determine the presence of multi-collinearity among independent variables in this study was based on the calculation of both a
The Tolerance test and Variance Inflation Factor (VIF) are essential tools in assessing multicollinearity among independent variables, as outlined by Kleinbaum et al (1988) To ensure reliable results, it is crucial that no Tolerance levels fall below or equal to 01 and that all VIF values remain significantly below 10 Adhering to these criteria helps maintain the integrity of the selected measures for independent variables.
Model 1: Scenario of organization with directive leadership style
H1: An increase in the use of a directive leadership style is associated with an increase in employee role clarity
The hypothesis indicates that a higher level of autocratic leadership leads to greater clarity in employee tasks Results from the regression test, which examines directive leadership style as a predictor and role clarity as the dependent variable, are detailed in Table 4.6 below.
Table 4.6 Linear Regression test of role clarity - organization with directive leadership style
Summary R R Square Adjusted R Square Std Error of the Estimate
The linear regression analysis yielded a significant t value of 000, indicating a rejection of the null hypothesis and confirming a relationship between directive leadership style and role clarity The β coefficient of -0.401 suggests a negative correlation, meaning that increased directive leadership is associated with decreased role clarity for employees This unexpected result contradicts hypothesis 1 Additionally, the adjusted R square value of 0.156 indicates that directive leadership style explains only about 16% of the variance in role clarity, a point that will be explored further in chapter 5.
H4: An increase in the use of a directive leadership style is associated with a decrease in employee job satisfaction
H7: An increase in employee role clarity is associated with an increase in employee job satisfaction
According to hypothesis 4, employees are more likely to experience job satisfaction when led by a directive-style leader Additionally, hypothesis 7 posits a positive relationship between role clarity and job satisfaction The results of a multiple linear regression analysis, which examined directive leadership style and role clarity as predictors of job satisfaction, are detailed in Table 4.7 below.
Table 4.7 Linear Regression test of employee job satisfaction - organization with directive leadership style
Summary R R Square Adjusted R Square Std Error of the Estimate
ANOVA Sum of Squares df Mean Square F Sig
B Std Error Beta Tolerance VIF
The ANOVA analysis indicates that the multi-linear regression test is appropriate for the collected dataset, as the F value is significant at less than 0.05 Furthermore, none of the tolerance levels are at or below 0.01, and all VIF values remain well under 10, suggesting that multicollinearity is not a concern Additionally, the significant values for each dependent variable are below 0.05, confirming a strong association between participative leadership style, role clarity, and job satisfaction.
The findings support hypothesis 4, indicating that each unit increase in directive leadership style results in a decrease of 0.164 in job satisfaction, with a standardized coefficient β of -0.181 Conversely, role clarity has a more significant positive effect on job satisfaction, demonstrated by a β of 0.339 This data confirms the hypothesized positive relationship between role clarity and job satisfaction outlined in the literature review.
The adjusted R square of 187 indicates that the two factors examined account for approximately 19% of the variance in employee job satisfaction within the banking industry Further analysis of the confirmation of hypothesis 4 and hypothesis 7, particularly in organizations characterized by a directive leadership style, will be presented in chapter 5.
Model 2: Scenario of organization with participative leadership style
H2: An increase in the use of a participative leadership style is associated with an increase in employee role clarity
The hypothesis indicates that employees achieve greater clarity on tasks when managed by leaders who adopt a participative leadership style The results of the regression test, which examines participative leadership as a predictor and role clarity as a dependent variable, are detailed in Table 4.8 below.
Table 4.8 Linear Regression test of role clarity - organization with participative leadership style
Summary R R Square Adjusted R Square Std Error of the Estimate
The linear regression analysis revealed a strong positive standardized coefficient beta value of β = 332, with a significance level of 000, leading to the rejection of the null hypothesis and robust support for hypothesis 2 Participative leadership accounts for approximately 10% of the variance in role clarity, as indicated by an adjusted R square of 105 This suggests that employees gain a clearer understanding of their roles and responsibilities when actively involved in decision-making processes Further discussion of these results will be presented in chapter 5.
H5: An increase in the use of a participative leadership style is associated with an increase in employee job satisfaction
H7: An increase in employee role clarity is associated with an increase in employee job satisfaction
Hypothesis 5 suggests a positive relationship between employee job satisfaction and participative leadership style, similar to the impact of role clarity in organizations with directive leadership The regression analysis results, which examine participative leadership and role clarity as predictors of job satisfaction, are detailed in Table 4.9.
Table 4.9 Linear Regression test of employee job satisfaction - organization with participative leadership style
Summary R R Square Adjusted R Square Std Error of the Estimate
ANOVA Sum of Squares df Mean Square F Sig
B Std Error Beta Tolerance VIF
The regression test results confirmed that both participative leadership style and role clarity significantly enhance employee job satisfaction The ANOVA analysis revealed a high F-statistic score, indicating a strong correlation between these factors Notably, over 18% of the variance in job satisfaction is attributed to participative leadership style and role clarity, as evidenced by an adjusted R square of 0.185 Additionally, positive standardized coefficients of β = 0.169 (sig = 0.02) for participative leadership style and β = 0.355 (sig = 0.00) for role clarity suggest that increased use of participative leadership and clearer job understanding lead to higher job satisfaction Further discussion on these relationships will be provided in the next chapter.
The multi-linear regression analysis indicated that the model did not exhibit multicollinearity issues, with a Tolerance value of 0.890 and a Variance Inflation Factor (VIF) of 1.124 for both participative leadership style and role clarity, confirming their acceptance within the established ranges.
Model 3: Scenario of organization with empowering leadership style
H3: An increase in the use of an empowering leadership style is associated with a decrease in employee role clarity
The hypothesis indicates that a democratic leadership style may reduce job clarity Table 4.10 below presents the results of a regression test, where empowering leadership style is the predictor and role clarity is the dependent variable.
Table 4.10 Linear Regression test of role clarity - organization with empowering leadership style
Summary R R Square Adjusted R Square Std Error of the Estimate
The linear regression test confirmed a significant correlation between empowering leadership style and role clarity, with a t value of 000, well below the benchmark of 05 Notably, both factors moved in the same direction, an unexpected finding Specifically, each unit increase in empowering leadership style led to a 355 unit increase in role clarity (β = 355), accounting for 13% of the variance in role clarity Consequently, hypothesis 3 was rejected based on the collected data, with further discussion to follow in chapter 5.
H6: An increase in the use of an empowering leadership style is associated with an increase in employee job satisfaction
H7: An increase in employee role clarity is associated with an increase in employee job satisfaction
Summary
This chapter utilized data analysis methods, including reliability and exploratory factor analysis, to eliminate redundant or unqualified variables Linear regression was employed to test the proposed hypotheses against the collected data, yielding interesting results that confirm some hypotheses, which will be elaborated on in the following section Chapter 5 will provide a comprehensive summary of the findings, conclusions, and potential implications, along with recommendations for further research based on both the literature and the findings of this study.
FINDINGS, LIMITATIONS AND RECOMMENDATIONS
Introduction
The study's model was validated using the data collected, despite some hypotheses remaining unconfirmed An overview of the key findings from Chapter 4 will be discussed, followed by a presentation of significant research recommendations and limitations.
Findings and research contributions
The research had been conducted in banking industry in Vietnam and explored the interrelationship between leadership style, role clarity and employee job satisfaction
This research examined the relationship between leadership styles and employee responses within credit institutions, specifically in the banking service industry The findings offer valuable insights into how different managerial approaches impact employee behavior and engagement.
According to the results of empirical analysis, the findings and conclusions are generated as followings:
5.2.1 Leadership style and employee role clarity
The study revealed a correlation between leadership styles and employee role clarity within Vietnam's banking industry Specifically, the analysis indicated that a participative leadership style positively influences employee role clarity, aligning with findings from previous researchers such as Bass (1981) and Teas (1983).
Mukherjee and Malhotra (2006) found that directive and empowering leadership styles yield contrasting results compared to previous studies In credit institutions in Vietnam, it is essential for managers to adopt a more empowering leadership approach to enhance subordinates' understanding of their roles and responsibilities Contrary to initial hypotheses, a more autocratic management style negatively impacts employee role clarity In contrast, democratic leadership styles that incorporate participative or empowering methods significantly enhance employees' perception and understanding of their roles, which is crucial for effective job performance.
5.2.2 Leadership style and employee job satisfaction
Research by Bass (1981) indicates that autocratic management negatively impacts employee job satisfaction This study's regression analysis confirms that higher levels of directive leadership correlate with decreased job satisfaction among employees Consequently, banking managers aiming to improve team members' job satisfaction should reconsider the use of autocratic decision-making methods.
Research consistently shows that participative and empowering leadership styles significantly enhance employee satisfaction, particularly in the banking sector in Vietnam Studies by Bass (1981) and Bowen and Lawler (1992) highlight that when employees are involved in decision-making processes and given greater autonomy and self-control, their job satisfaction increases These elements are crucial in fostering positive feelings and attitudes among employees, underscoring the importance of inclusive leadership practices.
5.2.3 Employee role clarity and employee job satisfaction
A positive relationship between role clarity and job satisfaction was expected in the paper Many previous results had similar conclusions (Posner and Butterfield 1978;
Research conducted by Louis et al (1983), Hartline and Ferrell (1996), Singh, Verbeke, and Rhoads (1996), Singh (2000), Korczynski (2002), and Mukherjee and Malhotra (2006) demonstrates a significant positive relationship between role clarity and job satisfaction across various leadership styles in a Vietnamese bank The regression analysis confirms that employees with a clear understanding of their roles and responsibilities, along with defined working processes, tend to experience higher job satisfaction Regardless of the leadership approach employed by managers, team members who find joy in their work attribute this satisfaction to the presence of clear rules and guidelines While perceptions of role clarity may vary with different management styles, there is a consensus on its critical importance within organizations Ultimately, role clarity emerges as a fundamental prerequisite for enhancing employee job satisfaction.
In the Vietnamese banking sector, greater role clarity significantly enhances employee job satisfaction This finding aligns with previous theoretical and empirical studies that highlight the crucial impact of role clarity on employee satisfaction levels.
The purpose of the study was to find out the relationship between the manager leadership style and the employee’s satisfaction and role clarity in Vietnamese banks
Previous studies have supported the correlation among various factors, enhancing the author's existing knowledge However, this study revealed surprising findings that may be unique to Vietnamese characteristics and applicable only within the local climate Contrary to prior theories suggesting that increased role clarity enhances performance, a higher use of directive leadership resulted in unexpected perceptions of roles among employees In contrast, empowerment emerged as a crucial factor, helping Vietnamese banking staff better understand their positions and responsibilities.
The findings have significantly enhanced the understanding of banking management practices in Vietnam, benefiting both managers and their teams, as well as the overall administration This research highlights the essential role of effective management in optimizing operational processes within the banking sector.
Vietnamese banks must focus on effective leadership to enhance their team's working processes This includes understanding the impact of various leadership styles on employee satisfaction Research, including studies by Quynh, highlights the importance of leadership in fostering a positive work environment and improving overall employee morale in the Vietnamese banking sector.
In recent studies, research has focused on various industries, including the garment sector (2008), manufacturing (Ngan, 2009), and Vietnam Airlines (Long, 2010), yet there is a notable lack of studies within the banking industry This research aims to explore the relationship between managerial leadership styles and employee satisfaction specifically in the Vietnamese banking sector, providing valuable insights for managers on effective management practices to enhance organizational performance.
Recommendations
Human resources or employees as simply called are critical assets of any organizations, core products of a business, main resources to improve competitiveness of a firm
Employee satisfaction significantly boosts productivity and profitability while also strengthening a company's brand equity Consequently, understanding and addressing employees' feelings, beliefs, and behaviors has become a primary focus for management today.
Research suggests that banks in Vietnam should adopt democratic management methods, emphasizing participative and empowering leadership styles Autocratic leadership, which excludes employees from the decision-making process, can lead to feelings of disrespect and low job satisfaction among staff To enhance employee satisfaction, managers should actively seek and value their subordinates' opinions, recognize their contributions, and grant them autonomy While factors like income, promotions, training opportunities, work environment, and colleague relationships also influence job satisfaction, effective management practices are crucial In the Vietnamese context, the relationship between leaders and employees significantly impacts work attitudes and performance Young professionals in finance are particularly drawn to organizations with democratic leaders, as they prefer environments that encourage the expression of ideas and initiatives Additionally, frontline bank employees, who regularly interact with customers, require a high level of autonomy to perform effectively.
Frontline banking staff face numerous customer requests daily, often without detailed guidance from management Customers expect immediate responses to their inquiries, necessitating that employees make quick decisions independently The lack of autonomy in decision-making hampers their ability to meet job demands, leading to increased stress and job dissatisfaction among staff.
Involving staff in decision-making processes significantly enhances employee satisfaction by clarifying their roles The study confirms that even with limited feedback, increased autonomy allows employees to better understand their responsibilities, leading to improved role clarity Employees who can self-manage their tasks and daily schedules tend to have a heightened awareness of their actions Furthermore, the findings highlight the critical link between employees' perception of role clarity and job satisfaction Bank leaders should implement programs that provide clear information about organizational structures and role expectations, rather than focusing excessively on specific tasks This approach not only optimizes management time but also boosts employee happiness, encourages innovative initiatives, and adds substantial value to the bank.
Limitations and future research
The findings of this study should be considered alongside its limitations, particularly the fact that it was conducted solely in Ho Chi Minh City, which may affect the generalizability of the results However, the constructs examined are relevant across various provinces in Vietnam and potentially other industries Therefore, future research should aim to broaden the sample to a national level to enhance the representativeness of the findings.
The study lacked a comprehensive assessment of leadership styles from the manager's perspective, leading to potential bias in employee feedback Consequently, the data collected may not be fully cross-validated To enhance the research, it is crucial to gather insights from both managers and employees to better understand the alignment between their perceptions.
The research focuses solely on the specific variables of leadership style, role clarity, and job satisfaction, potentially overlooking other influential factors such as gender, departmental differences between frontline and backline, and distinctions between local and foreign banks Future studies should aim to incorporate these additional dimensions for a more comprehensive understanding.
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Interview Form – Vietnamese version
viêc và sự hài lòng trong công việc
Nghiên cứu này nhằm khám phá mối quan hệ giữa phong cách lãnh đạo, sự rõ ràng trong nội dung công việc và mức độ hài lòng trong công việc của bạn Xin lưu ý rằng mọi câu trả lời đều có giá trị và không có đáp án nào là đúng hay sai Chúng tôi rất trân trọng sự đóng góp của bạn cho nghiên cứu này.
Họ tên người trả lời:
Giới Tính: Nam Nữ Tuổi: Dưới 20 21-30 31-40 41-50 Trên 50 Học Vấn: Trung Học Cao Đẳng Đại Học Trên Đại Học
Số năm kinh nghiệm làm việc:
Dưới 1 năm 2-4 năm 5-7 năm 8-10 năm Trên 11 năm Đơn vị công tác:
Xin cho biết mức độ đồng ý của Anh/Chị trong các phát biểu dưới đây theo qui ước:
3 Có khuynh hướng phản đối
L ư u ý r ằ ng trong b ả n câu h ỏ i d ướ i đ ây, ng ườ i qu ả n lý là ng ườ i qu ả n lý tr ự c ti ế p c ủ a Anh/Ch ị
1.Hoàn toàn phản đối -> 7.Hoàn toàn đồng ý Người quản lý luôn nói rõ cho Anh/Chị biết họ mong muốn của họ về anh chị như thế nào 1 2 3 4 5 6 7
Người quản lý luôn yêu cầu Anh/Chị sử dụng qui trình chung, đồng nhất trong tổ chức 1 2 3 4 5 6 7
Người quản lý luôn cố áp đặt ý kiến của họ xuống Anh/Chị 1 2 3 4 5 6 7 Người quản lý luôn muốn Anh/Chị hiểu rõ quan điểm, thái độ của họ 1 2 3 4 5 6 7
Người quản lý luôn muốn chắc rằng vai trò của họ trong tổ chức được Anh/Chị hiểu rõ 1 2 3 4 5 6 7
Người quản lý luôn định rõ tiêu chuẩn công việc cho Anh/Chị 1 2 3 4 5 6 7
Người quản lý luôn yêu cầu Anh/Chị thực hiện các qui định, nội quy của tổ chức 1 2 3 4 5 6 7
Người quản lý khuyến khích Anh/Chị tham gia các quyết định quan trọng 1 2 3 4 5 6 7
Người quản lý khuyến khích Anh/Chị nói ra sự không hài lòng với các quyết định 1 2 3 4 5 6 7
Người quản lý thường ra quyết định với sự tham khảo í kiến
Người quản lý thường ra quyết định quan trọng với sự tham dự của Anh/Chị 1 2 3 4 5 6 7
Người quản lý cho phép Anh/Chị được tự do trong việc thực hiện công việc 1 2 3 4 5 6 7
Người quản lý cho phép Anh/Chị sử dụng ý kiến của mình để giải quyết vấn đề 1 2 3 4 5 6 7
Người quản lý khuyến khích sáng kiến của Anh/Chị 1 2 3 4 5 6 7 Người quản lý cho phép Anh/Chị làm việc theo cách mà
Anh/Chị thấy là tốt nhất 1 2 3 4 5 6 7
Người quản lý để Anh/Chị tự quản lý công việc khi giao công việc 1 2 3 4 5 6 7
Người quản lý cho phép Anh/Chị sử dụng sáng kiến riêng ở mức độ cao 1 2 3 4 5 6 7
Người quản lý tin tưởng các quyết định của Anh/Chị 1 2 3 4 5 6 7 Nghĩa vụ và trách nhiệm của Anh/Chị đối với công việc là rõ ràng 1 2 3 4 5 6 7
Mục tiêu, mục đích công việc của Anh/Chị là rõ ràng 1 2 3 4 5 6 7
Công việc của bạn có mối liên hệ chặt chẽ với mục tiêu chung của bộ phận mà bạn đang làm việc Kết quả mong đợi từ công việc của bạn là rõ ràng và được xác định cụ thể Ngoài ra, việc phân bổ thời gian giữa các nhiệm vụ được giao cũng được thực hiện một cách hợp lý, đảm bảo hiệu quả trong công việc.
Nếu được quyết định lại, Anh/Chị vẫn chọn công việc hiện nay 1 2 3 4 5 6 7
Chính sách, chế độ đãi ngộ nơi Anh/Chị đang làm nói chung là tốt 1 2 3 4 5 6 7
Anh/Chị có cơ hội thăng tiến trong công ty hiện tại 1 2 3 4 5 6 7 Công việc hiện tại là công việc lý tưởng của Anh/Chị 1 2 3 4 5 6 7
Công việc giống như những gì Anh/Chị mong muốn khi bắt đầu 1 2 3 4 5 6 7
Xin chân thành cảm ơn sự giúp đỡ của quý Anh/Chị!
Interview Form – English version
This research investigates the connections between leadership styles, role clarity, and employee job satisfaction It is important to note that there are no right or wrong answers; all feedback is valuable to this study.
Age: Under 20 21-30 31-40 41-50 Above 50 Education: High School Colleges Graduate Post Graduate Working Experience:
Under 1 year 2-4 years 5-7 years 8-10 years Above 11 years
Consider each statement and mark the answer that indicates the extent to which you agree with the statement:
Please be noted that manager in below questions implies your line manager
My manager lets employees know what his expectation is 1 2 3 4 5 6 7
My manager encourages the use of uniform procedures 1 2 3 4 5 6 7
My manager tries out his ideas on employees 1 2 3 4 5 6 7
My manager makes his attitude clear to employees 1 2 3 4 5 6 7
My manager makes sure that his role in the organization is understood by employees 1 2 3 4 5 6 7
My manager maintain definite standards of performance 1 2 3 4 5 6 7
My manager ask employees follow the standard rules and regulations 1 2 3 4 5 6 7
My manager encourages employees to participate in important decision 1 2 3 4 5 6 7
My manager encourages employees to speak out when they disagree with a decision 1 2 3 4 5 6 7
My manager often make decisions with asking employees for opinions 1 2 3 4 5 6 7
My manager make important decision with involving employees 1 2 3 4 5 6 7
My manager allows employees complete freedom in their work 1 2 3 4 5 6 7
My manager permits employees to use their own judgment in solving problems 1 2 3 4 5 6 7
My manager encourages initiative in employees 1 2 3 4 5 6 7
My manager lets employees do their work the way they think best 1 2 3 4 5 6 7
My manager assigns tasks, then let employees handle them 1 2 3 4 5 6 7
My manager allows employees a high degree of initiative 1 2 3 4 5 6 7
My manager trusts employees to exercise good judgment 1 2 3 4 5 6 7
The goal and objectives of my job 1 2 3 4 5 6 7
How my work relates to the overall objectives of my work unit 1 2 3 4 5 6 7
The expected results of my work 1 2 3 4 5 6 7
How to divide my time among the tasks required of my job 1 2 3 4 5 6 7
If I had to decide all over again, I would still choose the job I have now 1 2 3 4 5 6 7
General organization’s job policies is good 1 2 3 4 5 6 7
I have opportunities for advancement with organization 1 2 3 4 5 6 7
This job is my ideal job 1 2 3 4 5 6 7
This is just like the job I wanted when I started this job 1 2 3 4 5 6 7
Thank you for your participation!
Results of reliability with Cronbach’s alpha
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Directive leadership style – Adjusted running
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Participative leadership style – Original running
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Empowering leadership style – Original running
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Employee job satisfaction – Original running
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Employee job satisfaction – Adjusted running
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Results of validity with Exploratory Factor Analysis
Kaiser-Meyer-Olkin Measure of Sampling
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