(Luận văn) relationship between leadership style and intrinsic motivation, moderating effects of power distance orientation and time with leader

MINISTRY OF EDUCATION HOCHIMINH CITY UNIVERSITY OF ECONOMICS - t to ng hi ep LE HUU MINH QUAN w n lo ad ju y th yi pl al n ua RELATIONSHIP BETWEEN LEADERSHIP STYLE AND va n INTRINSIC MOTIVATION: ll fu oi m MODERATING EFFECTS OF POWER DISTANCE at nh ORIENTATION AND TIME WITH LEADER z z k jm ht vb om l.c gm an Lu MASTER OF BUSINESS ADMINISTRATION THESIS n va ey t re HoChiMinh City – 2012 MINISTRY OF EDUCATION HOCHIMINH CITY UNIVERSITY OF ECONOMICS t to ng hi ep LE HUU MINH QUAN w n lo ad ju y th yi pl RELATIONSHIP BETWEEN LEADERSHIP STYLE AND al n ua INTRINSIC MOTIVATION: va n MODERATING EFFECTS OF POWER DISTANCE ll fu oi m ORIENTATION AND TIME WITH LEADER at nh z z ht vb Business Administration om l.c gm 60.34.05 k Major Code: jm Major: an Lu MASTER OF BUSINESS ADMINISTRATION THESIS n va ey HoChiMinh City – 2012 t re Supervisor: DR PHAM QUOC HUNG i ACKNOWLEDGEMENT t to Without the significant support and contributions made by other people, I ng hi would have not been able to make this thesis a reality ep I am especially grateful to Dr Pham Quoc Hung, my mentor This thesis w could never been completed without his help and guidance He inspired me to n lo explore the topic from different viewpoints He guided me throughout the process ad of formulating the ideas to establish my research on a sound foundation While my y th study was in progress, Dr Hung timely pointed out my mistakes and assisted me ju yi with insightful comments by his wisdom, remarkable professional knowledge, pl wealth of experience and passion al n ua I am fortunate to have great friends and colleagues who have supported me n va throughout the entire period of my studies until accomplishing this thesis, especially ll fu to those who helped me with my data collection oi m I have many other people at Ho Chi Minh University of Economics to thank for helping me along my scholastic journey nh at I deeply appreciate my wife and my expectant baby, for their endless love z and always wholeheartedly supporting me throughout my most difficult time She z ht vb gave me time to be a student when she needed a husband to share with her and take jm care of her during her very first hard trimester of her pregnancy k I cannot list down everyone who helped me but I extend my thanks to each gm om l.c of them Truly, without you, it would never have turned out this well an Lu n va ey t re ii ABSTRACT t to Using 253 followers in HoChiMinh city – the biggest city in Vietnam – the ng author found that part of the transformational and transactional leadership hi ep behaviours were related to follower’s intrinsic motivation In detail, core transformational leadership and high performance expectation positively affected w n follower’s intrinsic motivation while contingent punishment posed negative impact lo ad Providing individualized support, intellectual stimulation, and contingent reward y th were not found to be related to intrinsic motivation Assumptions were provided to ju yi back up the findings Results of the study did not prove the moderating role of pl power distance orientation on the relationship between leadership behaviors and al n ua follower’s intrinsic motivation However, time with leader showed to be the va moderator for the relationship: the relationship between core transformational n leadership behaviors and follower’s intrinsic motivation was more positive when fu ll follower had shorter working relationship time with leader Along the study, results m oi also showed that there was significant effect of age on follower’s intrinsic nh motivation, both males and females However, difference magnitudes of effects at z between males and females were observed at different age groups z k jm motivation, time with manger ht vb Key words: transformational leadership, transactional leadership, intrinsic om l.c gm an Lu n va ey t re iii TABLE OF CONTENT t to Page ng hi ep ACKNOWLEDGEMENT i ABSTRACT .ii w n lo LIST OF TABLES vii ad ju y th LIST OF FIGURES viii yi CHAPTER 1: INTRODUCTION TO THE STUDY pl al n ua 1.1 Research background n va 1.2 Research objectives ll fu 1.3 Research scope and approach oi m 1.4 Research structure at nh CHAPTER 2: LITERATURE REVIEW, THEORETICAL FRAMEWORK, z AND HYPOTHESES z ht vb 2.1 Leadership behaviors k jm 2.1.1 Transactional leadership behaviors l.c gm 2.1.2 Transformational leadership behaviors 2.2 Leadership and intrinsic motivation om 2.2.1 Intrinsic motivation an Lu 2.2.2 Transformational leadership and intrinsic motivation va 2.2.2.1 Core transformational leadership behaviors and intrinsic motivation n ey 2.2.2.3 Providing individualized support and intrinsic motivation t re 2.2.2.2 High performance expectation and intrinsic motivation iv TABLE OF CONTENT t to Continued ng hi ep 2.2.2.4 Intellectual stimulation and intrinsic motivation 2.2.3 Transactional leadership and intrinsic motivation 10 w n 2.2.3.1 Contingent reward and intrinsic motivation 10 lo ad 2.2.3.2 Contingent punishment and intrinsic motivation 10 y th ju 2.3 Power distance orientation as a moderator of the leader behavior- yi follower’s intrinsic motivation relationship 11 pl ua al 2.3.1 Cultural values as moderators of the leader behavior-follower’s intrinsic n motivation relationship 11 va n 2.3.2 Power distance orientation as the moderator of the leader behavior- fu ll follower’s intrinsic motivation relationship 12 m oi 2.4 Time with leader as a moderator of the leader behavior-follower’s nh at intrinsic motivation relationship 11 z z CHAPTER 3: RESEARCH METHODOLOGY 16 vb jm ht 3.1 Research design 16 k 3.2 Questionnaire development 17 gm 3.2.1 Transformational leadership 18 l.c om 3.2.2 Transactional leadership 19 an Lu 3.2.3 Power distance orientation 19 3.2.4 Intrinsic motivation 19 ey 3.4 The pilot study 21 t re 3.3 Translation of the questionnaire 20 n va 3.2.5 Control variables 19 v TABLE OF CONTENT t to Continued ng hi ep 3.4.1 Pilot study phase 21 3.4.2 Pilot study phase 22 w n 3.5 Target population 24 lo ad 3.6 Sample size 24 y th ju 3.7 Selecting the sample and collecting data 25 yi pl 3.8 Sample characteristics 26 al n ua 3.9 Methods of data analysis 26 n va 3.9.1 Data cleaning 26 ll fu 3.9.2 Reliability 26 oi m 3.9.3 Confirmatory factor analysis 27 at nh 3.9.4 Analysis of Variance (one-way and two-way ANOVA) 28 z 3.9.5 Regression analysis 28 z vb CHAPTER 4: DATA ANALYSIS 30 jm ht 4.1 Data cleaning 30 k gm 4.2 Profiles of qualified respondents 30 l.c 4.3 Normality analysis 32 om an Lu 4.4 Reliability of the measurements 33 4.5 Confirmatory factor analysis 34 ey 4.8 Hypotheses testing 43 t re 4.7 Correlation analysis 41 n va 4.6 Analysis of variance 37 vi TABLE OF CONTENT t to Continued ng hi 4.8.1 Effects of leadership behaviors on follower’s intrinsic motivation (H1a, ep H1b, H1c, H1d, H2a, H2b) 43 w n 4.8.2 Moderating effects of power distance orientation on the leadership lo ad behaviors-follower’s intrinsic motivation relationship (H3a, H3b) 45 y th 4.8.3 Moderating effects of Time with Manager on the leadership behaviors- ju yi follower’s intrinsic motivation relationship (H4a, H4b) 47 pl ua al CHAPTER 5: DISCUSSION 50 n 5.1 Discussions of findings 50 va n 5.2 Practical implications 53 fu ll 5.3 Contribution of the current study 54 oi m at nh 5.4 Limitations and future research 55 REFERENCES 57 z z jm ht vb RESERCH APPENDICES 63 Appendix A: Vietnamese Questionnaire 63 k l.c gm Appendix B: Reliability Test Results 66 Appendix C: Testing Regression Assumptions 72 om an Lu n va ey t re vii LIST OF TABLES t to Number Page ng hi ep Survey Item Used in the Study 23 3-2 Assessing Fit Indices 28 4-1 Variables Included in the Analyses 30 3-1 w n lo Assessment of Normality 32 ju y th 4-3 Socio-demographic Characteristics of the Qualified Samples 31 ad 4-2 Summary of Cronbach Alpha Measures Across Variables 34 4-5 Assessing Fit Indices – Hypothesized Model 35 4-6 Standardized Regression Weights – Hypothesized Model 35 4-7 Assessing Fit Indices – Modified Model 37 4-8 Analysis of Variance 38 4-9 2-Way ANOVA of Age and Sex 40 yi 4-4 pl n ua al n va ll fu oi m nh 4-10 Descriptive Statistics and Correlations 42 at 4-11 Multi Linear Regression: Model summary, ANOVA & Coefficients 44 z z 4-12 Power Distance Orientation Moderates the Relationship between Core vb jm ht Transformational Leadership and Subordinate Intrinsic Motivation 46 4-13 Power Distance Orientation Moderates the Relationship between High k l.c gm Performance Expectation and Subordinate Intrinsic Motivation 46 4-14 Power Distance Orientation Moderates the Relationship between Contingent om Punishment and Subordinate Intrinsic Motivation 47 an Lu 4-15 Time with Manager Moderates the Relationship between Core Transformational Leadership Behaviours and Subordinate Intrinsic Motivation 48 n va ey t re viii LIST OF FIGURES t to Number Page ng hi ep The Hypothesized Model 15 3-1 The Research Process 18 2-1 w n 4-1 Hypothesized First-order 32-items CFA Model 36 lo Building Blocks for the Four 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San Francisco, CA: Berrett-Koehler om Triandis, H C 1986 Individualism-Collectivism: A Study of Cross-Cultural a Lu Researchers Journal of Cross-Cultural Psychology, 17: 225-248 n Tsui, A S., Nifadkar, S., & Ou, Y 2007 Cross-nationa cross-cultural Personality and Social Psychology Review, 1(2): 170-182 y Utman 1997 Performance Effects of Motivational State: A Meta-Analysis te re Journal of Management, 33: 426–478 n va organizational behavior research: Advances gaps, and recommendations 62 Vance, C M., Paik, Y 2011 Managing Global Workforce- Challenges and t to Opportunities in International Human Resource Management (2nd ed.) ng M.E Sharpe hi ep Werner, J M., DeSimone, R L 2009 Human Resource Development 6e (6th ed.), Mason, OH: South Western w n Zhang, X., & Bartol, K M 2010 Linking Empowering Leadership and Employee lo ad Creativity: The Influence of Psychological Empowerment, Intrinsic y th Motivation, and Creative Process Engagement Academy of Management ju Journal, 53(1): 107-128 yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 63 APPENDIX A t to ng Kính chào Anh/ Chị, hi Bảng câu hỏi thực khuôn khổ luận văn tốt nghiệp Cao học, chuyên ngành Quản Trị Kinh ep Doanh trường Đại học Kinh Tế Tp Hồ Chí Minh Mục đích đề tài nghiên cứu mối quan hệ hành vi nhà lãnh đạo động làm việc nhân viên w n Tôi xin cam kết thông tin từ bảng câu hỏi sử dụng cho mục đích nghiên cứu phạm lo ad vi luận văn nêu Xin chân thành cảm ơn! y th A Nói người quản lý trực tiếp Anh/Chị, vui lòng cho biết mức độ không đồng ý/ đồng ý Anh/ ju Chị với phát biểu Vui lịng khoanh trịn 01 số thích hợp cho phát biểu yi pl Các phát biểu 1-21 bắt đầu “Người quản lí trực tiếp tơi…” al n ua Hồn tồn phản đối ▼ va …truyền đạt tầm nhìn/ định hướng cảm hứng cho nhân viên …là hình mẫu cơng việc cho nhân viên …đẩy mạnh hợp tác hướng thành viên đến mục tiêu chung n ll fu oi m nhóm Hoàn toàn đồng ý ▼ 7 7 7 7 …thể rõ anh/ chị kỳ vọng nhiều từ …kiên u cầu thành tích tốt …sẽ khơng hài lịng cịn làm tốt …hành động mà không cân nhắc đến cảm xúc …thể tôn trọng cảm xúc cá nhân …hành xử với mà không quan tâm đến cảm xúc cá nhân 10 …cân nhắc đến cảm xúc cá nhân trước hành động 11 …yêu cầu nghĩ vấn đề cũ qua lăng kính 12 …đưa câu hỏi thúc nghĩ cách làm việc 13 …khuyến khích tơi suy nghĩ/ đánh giá lại cách làm việc 14 …đưa ý kiến thúc xem xét lại vài vấn đề công việc at gm nh z z ht vb k jm 7 5 a Lu om l.c 7 n 6 16 …tán thưởng/ tuyên dương cách đặc biệt làm tốt y te re …luôn đưa phản hồi tích cực tơi làm tốt n 15 va mà cho 64 t to ng …khen thưởng làm tốt mục tiêu đặt 18 …thường khơng cơng nhận thành tích tốt tơi 19 …thể khơng hài lịng tơi làm khơng tốt 20 …cho biết làm không tốt 21 …nhắc nhở hiệu công việc không đạt yều cầu hi 17 ep w n lo ad B Về quan hệ cấp trên-cấp nói chung, vui lòng cho biết mức độ đồng ý Anh/ Chị với phát biểu y th Vui lịng khoanh trịn 01 số thích hợp cho phát biểu ju Hoàn toàn phản đối ▼ yi pl Trong hầu hết tình huống, cấp nên đưa định mà không cần Trong vấn đề liên quan đến cơng việc, cấp có quyền mong đợi Những nhân viên hay thắc mắc quyền hạn đơi khiến người Một quản lý cấp cao đưa định, nhân viên khác công ll oi ty không nên thắc mắc m 25 Cấp không nên thể phản cấp 27 Cấp cần có khả đưa định mà khơng cần tham khảo ý kiến at z Nếu để cấp tham gia vào trình đưa định, cấp 7 7 7 7 ht vb quyền lực Không vi phạm nguyên tắc công ty – nhân viên nghĩ lợi ích cơng ty k jm 29 z người khác nh 26 28 fu quản lý bớt hiệu n 24 va phục tùng từ cấp n 23 ua tham khảo ý kiến cấp al 22 Hoàn toàn đồng ý ▼ gm om l.c C Nói cơng việc Anh/ Chị, vui lòng cho biết mức độ đồng ý Anh/ Chị với phát biểu Vui lịng khoanh trịn 01 số thích hợp cho phát biểu Các phát biểu 30-38 bắt đầu “Tơi cảm thấy gắn bó cơng việc vì…” Hồn tồn đồng ý ▼ n a Lu Hoàn toàn phản đối ▼ 31 …tơi thích xây dựng quy trình làm việc 32 …tơi thích cải thiện quy trình sản phẩm có y te re D Cuối cùng, vui lòng cho biết vài thông tin thân Anh/ Chị: n …tơi thích tìm giải pháp cho vấn đề phức tạp va 30 65 □ Nam 39 Giới tính: □ Nữ □ Đại học t to 41 Trình độ học vấn ng 42 Anh/ Chị bắt đầu làm từ năm năm 40 Năm sinh: □ Sau đại học □ Khác 43 Anh/ Chị bắt đầu làm việc công ty từ năm ………… hi ep 44 Anh/ Chị làm việc với người quản lí trực tiếp công ty bao lâu? w n □ Có vốn đầu tư nước ngịai ……… tháng (ví dụ 12 tháng) ………… □ Quốc tịch Việt Nam 45 Người quản lí trực tiếp Anh/ Chị mang quốc tịch gì? 46 Cơng ty Anh/ Chị làm việc ………… □ Quốc tịch khác □ Khơng có vốn đầu tư nước ngịai lo ad Chân thành cảm ơn! ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 66 APPENDIX B t to ng Appendix B-1: Reliability Test for Core Transformational Leadership Behaviors hi Reliability Statistics ep Cronbach's Alpha N of Items w n 891 lo ad y th Item Statistics ju Mean Std Deviation yi 4.52 X3 5.03 253 1.605 253 ua X2 1.566 al 4.61 pl X1 N 1.447 253 n va n Item-Total Statistics fu ll Cronbach's Scale Variance if Corrected Item- Alpha if Item oi Item Deleted m Scale Mean if Item Deleted Total Correlation 800 832 9.64 7.858 789 843 X3 9.13 8.804 773 z X2 z 7.994 at 9.55 nh X1 Deleted ht vb 858 jm Appendix B-2: Reliability Test for Core High Performance Expectation k gm Reliability Statistics Alpha l.c Cronbach's N of Items om 673 n a Lu Item Statistics N n Std Deviation va Mean 1.444 253 X5 5.30 1.249 253 X6 5.08 1.373 253 y 5.19 te re X4 67 t to Item-Total Statistics ng Cronbach's hi Scale Mean if ep Item Deleted X4 w n X5 lo ad X6 Scale Variance if Corrected ItemItem Deleted Alpha if Item Total Correlation Deleted 10.38 5.555 351 759 10.28 5.185 578 468 10.49 4.822 551 488 y th ju Appendix B-3: Reliability Test for Providing Individualized Support yi pl Reliability Statistics al Cronbach's ua Alpha N of Items n va 893 n ll fu Std Deviation oi Mean m Item Statistics N 1.597 253 X9 4.77 1.693 253 X10 4.21 1.506 253 ht 4.55 vb X8 z 253 z 1.785 at 4.25 nh X7 k jm Item Deleted Total Correlation Alpha if Item om Item Deleted Scale Variance if Corrected Item- l.c Scale Mean if Cronbach's gm Item-Total Statistics Deleted 837 X8 13.23 20.807 658 900 X9 13.01 18.726 774 859 X10 13.58 19.840 807 850 n 831 va 17.377 n 13.54 a Lu X7 y te re 68 Appendix B-4: Reliability Test for Intellectual Stimulation t to Reliability Statistics ng Cronbach's hi ep Alpha N of Items 893 w n lo Item Statistics ad Mean y th 1.457 253 4.55 1.437 253 1.428 253 yi X12 N 4.51 ju X11 Std Deviation 4.55 1.415 253 n ua X14 al 4.73 pl X13 va n Item-Total Statistics fu Cronbach's ll Item Deleted Alpha if Item oi Item Deleted Scale Variance if Corrected Item- m Scale Mean if Total Correlation Deleted X11 13.83 14.882 nh 884 X12 13.79 14.129 809 845 X13 13.61 14.525 769 X14 13.79 14.573 774 705 at z z 861 ht vb k jm Appendix B-5: Reliability Test for Contingent Reward 859 gm l.c Reliability Statistics Alpha om Cronbach's N of Items n a Lu 860 n va y te re 69 Item Statistics t to Mean Std Deviation N ng hi ep 5.18 1.526 253 X16 4.71 1.549 253 X17 4.66 1.650 253 5.08 1.618 253 X15 w X18 n lo ad Item-Total Statistics y th Cronbach's ju Scale Mean if yi Item Deleted Scale Variance if Corrected ItemItem Deleted pl 14.96 X18 14.55 773 794 15.616 844 763 15.594 769 793 19.106 468 915 n X17 Deleted 16.447 va 14.92 Total Correlation n X16 ua 14.45 al X15 Alpha if Item ll fu oi m Appendix B-6: Reliability Test for Contingent Punishment nh Reliability Statistics at z Cronbach's z Alpha N of Items vb ht 642 k jm Std Deviation N 1.580 253 X20 5.26 1.277 253 X21 5.29 1.269 253 n a Lu 4.70 om X19 l.c Mean gm Item Statistics n va y te re 70 Item-Total Statistics t to Cronbach's ng Scale Mean if hi Item Deleted ep X19 Scale Variance if Corrected ItemItem Deleted Alpha if Item Total Correlation Deleted 5.534 270 828 9.99 5.325 522 458 9.97 4.912 624 319 10.55 X20 w n X21 lo ad ju y th Appendix B-7: Reliability Test for Power Distance Orientation Reliability Statistics yi pl Cronbach's N of Items ua al Alpha n 738 3.72 1.508 253 X25 3.03 1.759 253 X26 3.02 1.568 253 X27 4.05 1.953 253 X28 2.44 1.475 253 X29 4.38 1.836 253 om l.c gm X24 k 253 jm 1.577 ht 4.37 vb X23 z 253 z 1.710 at 3.34 nh X22 oi m N ll Std Deviation fu Mean n va Item Statistics n a Lu n va y te re 71 Item-Total Statistics t to Cronbach's ng Scale Mean if hi Item Deleted ep X22 X23 w n X24 lo Item Deleted Deleted 354 726 23.98 51.778 418 713 24.64 52.407 415 714 25.32 46.204 604 674 25.33 47.889 617 676 24.31 50.397 344 732 25.91 50.683 518 696 53.642 250 748 pl X29 Total Correlation 52.079 yi X28 Alpha if Item 25.02 ju X27 y th X26 ad X25 Scale Variance if Corrected Item- 23.98 ua al n Appendix B-8: Reliability Test for Intrinsic Motivation va Reliability Statistics n N of Items oi 872 m Alpha ll fu Cronbach's at nh N 1.434 253 X31 4.92 1.355 253 X32 5.10 1.350 253 k 5.07 jm X30 ht vb Std Deviation z Mean z Item Statistics Cronbach's Item Deleted Total Correlation Alpha if Item Deleted n Item Deleted Scale Variance if Corrected Item- a Lu Scale Mean if om l.c gm Item-Total Statistics 861 X31 10.17 6.324 804 774 X32 9.99 6.607 750 822 y 711 te re 6.420 n 10.02 va X30 72 APPENDIX C: Testing Regression Assumptions t to ng Appendix C-1: Test of Linearity hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m nh at Appendix C-2: Test of Normally Distributed Error z z ht vb k jm om l.c gm n a Lu n va y te re