(Luận văn thạc sĩ) the moderating effect of big five personality on the relation between leadership styles and employee’s motivation in myanmar

VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY *** NAN KAY ZAR PHONE MYINT h THE MODERATING EFFECT OF BIG FIVE PERSONALITIES ON THE RELATIONSHIPS BETWEEN LEADERSHIP STYLES AND EMPLOYEES’ MOTIVATION IN MYANMAR MASTER’S THESIS VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY *** NAN KAY ZAR PHONE MYINT h THE MODERATING EFFECT OF BIG FIVE PERSONALITIES ON THE RELATIONSHIP BETWEEN LEADERSHIP STYLES AND EMPLOYEES’ MOTIVATION IN MYANMAR MAJOR: BUSINESS ADMINISTRATION CODE: 8340101.01 RESEARCH SUPERVISOR: DR TRAN HUY PHUONG Hanoi, 2022 COMMITMENT I declare that the master’s thesis titled " The moderating effect of big five personalities on the relationship between leadership styles and employees’ motivation in Myanmar" is the result of my research and has never been published in any work of others During the implementation process of this project, I have seriously taken research ethics I collected all data from a reliable source, analyzed it, and cited all references according to regulations I take full responsibility for the fidelity of my graduation thesis's number, data, results, and other contents Yangon, Jan 12th 2023 Author of Thesis Nan Kay Zar Phone Myint h ACKNOWLEDGEMENT First and foremost, I would like to acknowledge Dr Tran Huy Phuong for motivation and advice on my research with his deepest skills and experience This project would not have been possible without the help of Dr Tran Huy Phuong Then, I would like to thank Dr Le Minh Hanh for her supervision, her time and her generosity Secondly, I am grateful to those companies in Myanmar who completed the survey Thirdly, I would like to thank my classmates for giving support and feedback My sincere thanks also goes to Ms Nguyen Thi Huong (MBA program assistant) for motivating me Last but not least, I would like to thank my family for supporting me throughout my life Yours sincerely, h Nan Kay Zar Phone Myint ABSTRACT Purpose – This study aims to know which leadership styles (Transactional, transformational and participative) have an impact on motivation The data are collected through quantitative surveys of 60 people Data were analyzed through quantitative, correlative design Correlative design is used to test to know if and when variables are related Key variables include leadership motivation and big five personalities Convenience sampling was utilized through an online survey to collect primary data Findings – Three leadership styles not have a positive relation with motivation in Myanmar The results indicate that the big five personalities significantly moderate the relationship between leadership and employee motivation While participative leadership has an effect on employees with high conscientious personality Extroverted employees and employees who are open to experience are not motivated by transactional leaders Moreover, neurotic employees cannot be motivated by participative leadership styles h Research limitation/ implication – This research makes a contribution to leadership literature by uncovering which leadership styles can motivate employees of different personality categories in Myanmar Due to limited time, this study has not screened other forms of leadership styles such as visionary or democratic leadership and it is limited to 60 respondents Practical implication- The results could be helpful for human resource managers to select the people that best fit with organizational leadership styles Originality/ value - There are a few studies leadership studies in Myanmar but this study gives value to analyzing three kinds of Western leaderships in Myanmar For leadership studies in Myanmar, there are some studies about leadership The novelty of this study lies in its investigation of how big give personalities moderate the relationship between leadership and employee motivation that is focused on the specific context of the Myanmar labor market Previous studies were mostly focused on Western organizations Keywords: Transactional, transformational, participative leadership, motivation, Big Five Personality h CONTENTS h INTRODUCTION 1.1 Research Background………………………………………………………… .15 1.2 Research Objectives…………………………………………………………… 16 1.3 Research Questions…………………………………………………………… .17 1.4 Operational definition……………………………………….………………… 17 1.5 Scope of the study……………………………………………….……………… 17 1.6 Research Structure……………………………………………….…………… .18 CHAPTER 2: LITERATURE REVIEW 2.1.Introduction…………………………………………………………………… 19 2.2 Leadership …………………………………………………………………… 19 2.3 Leadership vs management ………………………………………………… 20 2.4 Employee motivation ………………………………………………………… 20 2.5 Theoretical review………………………………………………………… 20 2.5.2 Leadership theories and motivation……………………………………… 22 2.5.2.4 Theory X and theory Y…………………………………………………………22 2.5.3 Big Five Personality……………………………………………………… .23 2.5.4 Theories and their relevance in Myanmar .25 2.5.5 Literature review and research gap……………………………………………… 25 2.6 Related studies and Conceptual model………………………………… 25-27 2.7 Literature review and hypothesis development……………………………… 32-34 2.7.1 Leadership and employee's motivation 32 2.7.2 The moderating effect of big five personality trait and the relationship between leadership style and employee motivation 33 2.7.3 The relationship between the big five personalities to motivation……………….34 CHAPTER 3: METHODOLOGY AND RESEARCH DESIGN 3.1 Introduction…………………………… 39 3.2 Research design…….………………….…………………………………………39 3.3 Population and Sample size………………………….…………………………….39 3.4 Sampling method……………………………………………………………………39 3.5 Data collection……………………………………………………………………….40 3.6 Variable measurement ………………………………………………………………40 3.7 Research Proposed Model…………………………………………………… 40 CHAPTER 4: DATA ANALYSIS RESULTS 4.1 Demographic of the respondents……………………….………………………… 34 4.2 Marital status…………………….…………………………………………………35 h 4.3 Duration………………….………………………………………………………… 35 4.4 Educational level……………….…………………………………………………….36 4.5 Measurement tests…………….……………………………………………………37 4.6 Factor loadings Question items…………….……………………………………37-40 4.7 AVE of Factors (Transactional leadership, Transformational leadership, Participative leadership, Mediation, Motivation)………….…………………………………………41 4.8 Descriptive Statics………….……………………………………………………….43 Error! Bookmark not defined.4.9 Correlation Bivariate Model………….………………………………………………44 4.10 Stewardess and Kurtosis………………………………………………………… 45 4.11Transactional leadership on motivation (Big Five personality moderation)…………… 46 4.12 Participative leadership and motivation (Big Five Personality moderation)…………… 47 4.13 - Conditional effect of Participative leadership on motivation at level of, neuroticism .58 4.14 - The moderating effect of Big Five personality on Transformational Leadership 62-63 4.21 The structural model of Direct, Indirect and Total effect…………………………73 4.22 Hypothesis results ……………………………………………………………… 74 4.23 Hypothesis result explanation……………………………………………… 76- 78 CHAPTER 5: DISCUSSION 5.1 Result and discussion……………………………………………………………….74 5.2 Practical Implication …………….……………………………………………….75-76 5.3 Contributions to policy…………………………………………………………… 76 5.4 Contribution to the theory………………………………………………………… 76 5.5 Strength…………………………………………………………………………… 76 5.6 Limitations and future studies …………………………………………………… 76 References………………………………………… …………………………………87 Appendix 1…………………………… ………………………………………………96 Appendix 2……………………………… ………………………………………… 119 LIST OF TABLES h Table 3.1 Variable measurement ……………………………………………………40 Table 3.2 Research proposed model……………………………………………… 41 Table 4.1 Demographic of the respondent……………………………………………41 Table 4.3 Work Duration…………………………………………………………… 41 Table 4.4 Educational level………………………………………………………… 42 Table 4.5 Descriptive analysis…….…………………………………………………43 Table 4.6: Cronbach ‘s Alpha Results…….…………………………………………44 Table 4.7: Factor loadings question items….……………………………………….45 Table 4.8: AVE of Factors (Transactional leadership, Transformational leadership, Participative leadership, Big five Personality, Motivation)…………………………50 Table 4.9 Correlation Bivariate model………………………………………………51 Table 4.10 Stewardess and Kurtosis…………………………………………………52 Table 4.11: Transactional leadership on motivation…………………………………55 Table 4.12: Participative leadership and motivation…………………………… 56-58 Table 4.13: Participative leadership on motivation at level of neuroticism…………58 Figure 4.13: Interaction plot (Participative – neuroticism)………………………….58 Table 4.14: The moderating effect of Big Five personality on Transformational Leadership……………………………………………………………………… 60-61 Table 4.15 Direct effect of Transactional leadership to motivation…………………62 Table 4.16 Direct effect of Transformational leadership on motivation…………….63 Table 4.17 Direct effect of Participative leadership on motivation…………………63 Table 4.18 The results of hypothesis……………………………………………… 64 LISTS OF FIGURES Figure 2.11 Research framework……………………………………………………36 Figure 4.27.2 Interaction plot (Participative – neuroticism) …….………………… 62 h 10 Cronbach's Alpha N of Items 0.810 Scale Variance if Item Deleted Corrected ItemTotal Correlation Cronbach's Alpha if Item Deleted Openness to experience 30.729 19.393 0.479 0.648 Openness to experience 31.042 19.871 0.423 0.657 Openness to experience 30.958 21.956 0.094 0.712 Openness to experience 30.979 20.191 0.272 0.683 Openness to experience 32.063 20.698 0.170 0.706 Openness to experience 30.896 18.819 0.536 0.636 Openness to experience 31.563 19.826 0.290 0.681 Openness to experience 31.104 18.223 0.624 0.621 Openness to experience 31.354 18.361 0.471 0.644 o10 30.750 20.787 0.276 0.680 h Scale Mean if Item Deleted From Table, five items that are Openness to Experience 3, Openness to Experience 4, Openness to Experience 5, Openness to Experience 7, Openness to Experience 9is eliminated one by one as corrected item correction is less than 0.3 Cronbach Alpha is 0.691 for this case 82 Cronbach Alpha in Openness to experience after the Factor analysis Cronbach Alpha in Openness to experience after the factor analysis Cronbach's Alpha N of Items 0.795 Scale Variance if Item Deleted Corrected ItemTotal Correlation Cronbach's Alpha if Item Deleted Openness to experience 14.039 7.158 0.645 0.734 Openness to experience 14.333 7.747 0.538 0.768 Openness to experience 14.216 7.613 0.518 0.773 Openness to experience 14.412 6.847 0.720 0.710 Openness to experience 14.608 7.003 0.491 0.792 h Scale Mean if Item Deleted After removing items, Cronbach Alpha in Openness to experience get higher from 0.691 to 0.795 Conscientiousness Cronbach Alpha in conscientiousness before the Factor Analysis Cronbach's Alpha N of Items 0.691 Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Cronbach's Alpha if Item Deleted 83 Conscientiousness 27.02 18.931 0.184 0.695 Conscientiousness 26.96 17.498 0.359 0.665 Conscientiousness 27.93 17.473 0.309 0.675 Conscientiousness 27.58 16.886 0.316 0.676 Conscientiousness 26.93 17.791 0.307 0.674 Conscientiousness 27.38 15.331 0.582 0.614 Conscientiousness 26.89 17.146 0.431 0.652 Conscientiousness 28.09 17.265 0.325 0.672 Conscientiousness 27.44 16.434 0.466 0.642 From the table, an item that is conscientiousness is eliminated as corrected item correction is less than 0.3 Cronbach Alpha is 0.691 for this case Cronbach Alpha in Conscientiousness after the factor analysis Cronbach Alpha in Conscientiousness after the factor analysis h Cronbach's Alpha N of Items 0.813 Scale Scale Mean Variance if if Item Item Deleted Deleted Corrected Item-Total Correlation Cronbach's Alpha if Item Deleted Conscientiousness 5.89 3.601 0.629 0.778 Conscientiousness 5.53 3.073 0.674 0.734 Conscientiousness 6.04 3.362 0.692 0.714 From this Table, reliability analysis for conscientiousness gets higher from 0.695 (8 items) to 0.813 (3 items) Therefore, conscientiousness 1,2,5,6,7 is banished in summary 84 Extroversion Cronbach Alpha in Extroversion Cronbach's Alpha N of Items 0.745 Scale ItemMean if Total Item Statistics Deleted Scale Variance Corrected if Item Item-Total Deleted Correlation Ext1 21.94 18.358 0.474 Ext2 22.27 16.797 0.501 0.530 0.706 Ext 22.56 17.315 0.478 0.420 0.711 Ext 22.92 16.887 0.543 0.472 0.698 Ext 22.23 18.861 0.340 0.434 0.736 Ext 23.17 17.504 0.335 0.313 0.745 Extr7 22.08 19.440 0.300 0.478 0.741 Extr 22.21 17.105 0.587 0.461 0.692 0.471 0.703 h In extroversion, corrected item total correlation is greater than 0.3 so no item is needed to be extracted Agreeableness Cronbach Alpha in Agreeableness before factor analysis Cronbach's Alpha N of Items 0.749 Scale Mean Scale Corrected Item- Cronbach's if Item Variance if Total Alpha if Item Deleted Item Deleted Correlation Deleted 85 Agreeableness 27.27 20.110 0.496 0.714 Agreeableness 27.82 20.989 0.330 0.743 Agreeableness 27.61 19.777 0.583 0.701 Agreeableness 27.36 18.144 0.706 0.675 Agreeableness 27.11 20.568 0.506 0.714 Agreeableness 28.43 23.088 0.076 0.791 Agreeableness 26.89 20.615 0.486 0.717 Agreeableness 27.68 21.385 0.380 0.733 Agreeableness 27.27 21.040 0.411 0.728 In agreeableness, the corrected item of agreeableness correlation is less than 0.3 Therefore, this item needs to be extracted The result of Agreeableness after the Factor analysis Cronbach's Alpha N of Items h 0.810 Scale Scale Mean if Variance if Item Deleted Item Deleted Corrected Item-Total Correlation Cronbach's Alpha if Item Deleted Agreeableness1 21.66 13.997 0.638 0.767 Agreeableness3 22 14.558 0.597 0.776 Agreeableness4 21.75 13.401 0.680 0.758 Agreeableness5 21.5 14.953 0.567 0.781 Agreeableness7 21.27 14.808 0.575 0.78 Agreeableness8 22.07 16.298 0.337 0.819 Agreeableness9 21.66 15.579 0.431 0.804 86 It can be seen from the table that agreeableness are not crucial to be eliminated because Cronbach alpha result is greater than 0.3 Neuroticism Cronbach Alpha Neuroticism Cronbach's Alpha N of Items 0.745 Scale Variance if Item Deleted Corrected ItemTotal Correlation Cronbach's Alpha if Item Deleted Neuroticism 23.571 17.583 0.486 0.711 Neuroticism 23.796 17.416 0.437 0.720 Neuroticism 24.163 17.098 0.497 0.708 Neuroticism 23.469 18.629 0.342 0.736 Neuroticism 24.327 17.599 0.380 0.732 Neuroticism 23.653 17.898 0.466 0.715 Neuroticism 24.286 16.583 0.566 0.694 Neuroticism 23.449 18.044 0.358 0.735 h Scale Mean if Item Deleted In Neuroticism corrected item correlation is greater than 0.3 so there is no need for the factor to be extracted The result of motivation after Factor Analysis The result of motivation after Factor Analysis Cronbach's Alpha N of Items 0.920 11 Scale Scale Mean if Variance if Item Deleted Item Deleted Corrected Item-Total Correlation Cronbach's Alpha if Item Deleted 87 M001 36.93 43.739 0.948 0.904 M002 36.69 44.079 0.662 0.913 M003 37.08 42.484 0.767 0.908 M004 37.04 42.01 0.792 0.907 M005 37.01 43.66 0.748 0.910 M006 36.97 41.157 0.833 0.905 M007 37.06 44.184 0.635 0.915 M008 36.88 42.866 0.809 0.907 M009 37.01 42.204 0.730 0.91 M010 36.97 45.001 0.480 0.923 M011 37.08 47.56 0.291 0.932 h There are eleven question items for motivation It is illustrated that motivation 11 is ought to be deleted due to the fact that it is less than 0.3 The result of motivation after Factor Analysis The result of motivation after Factor Analysis Cronbach's Alpha N of Items 0.932 10 Corrected Scale Mean if Scale Variance Item-Total Item Deleted if Item Deleted Correlation Cronbach's Alpha if Item Deleted M001 33.34 39.579 0.930 0.919 M002 33.1 39.681 0.670 0.928 M003 33.49 37.948 0.796 0.922 M004 33.44 37.42 0.829 0.92 M005 33.42 39.088 0.777 0.923 M006 33.38 36.763 0.854 0.918 88 M007 33.47 40.133 0.606 0.931 M008 33.29 38.362 0.835 0.92 M009 33.42 38.098 0.718 0.926 M010 33.38 41.072 0.441 0.941 In motivation, corrected item correlation is greater than 0.3 so there is no need for the factor to be extracted Reliability analysis of Cronbach Alpha result maximize from 0.920 to 0.932 h 89 APPENDIX – QUESTIONNAIRE worked in this company? h Which department you work in? Human Resource Department Admin Department Marketing Department Sale Department Accounting Department Purchasing Design Department IT Department Research and Development Operations Sex: Male Female Marital Status Single Married How long have you A Less than a year B year less than years C years less than years D years less than 10 years E 10 years and above What level of Education have you Basic Education Secondary Graduate Post graduate Voluntary Education obtained? Please show your level of consent with the following sentences based on the scale from to 5: 1=Strongly Disagree, 2=Disagree, 3=Neither Disagree and Agree, 4= Agree, and 5=Strongly Agree No Items Agreement level My leader goes beyond self – interest for the group of people 90 My leader considers the moral and ethical consequences of the decisions My leader talks optimistically about the future My leader re-examines critical assumptions to questions whether they are appropriate My leader helps others to develop their strength My leader makes clear what one can expect to receive when a performance goal is achieved My leader keeps track of all mistakes My leader talks enthusiastically about what needs to be accomplished My leader talks optimistically about the future 10 I enjoy working with my leader because he also gives an opportunity to share my opinions 11 My leader instills pride in other for being associated with him/ her 12 My leader articulates a compelling vision of the future 13 My leader who tries to bring the best of each employee and that is very interesting to me h 14 No I feel happy when my leader sets challenging goals and inspires me to achieve them Items My leader considers the moral and ethical consequences of decisions My leader gives others the responsibility to make important decisions about their own jobs Agreement level 91 When things turn out well, it is the workers who receive the credit when the outcome is unfavorable, it is the leader who accepts responsibility for both the decision and for the outcome My leader makes others’ career development a priority My leader does what he can to make other jobs easier My leader is considerate of my life outside work My leader holds high ethical standards My leader input, counsel and guide on matters of all kinds in the workplace I feel empowered and provide the leader with the benefit of my experience and judgment 10 My leader gives me regular feedback on my performance h No Items May I know when you a good job, I receive the recognition for it that you should receive Can I know if many of our rules and procedures make doing a good job difficult? Do you mind telling me if you like the people I work with? May I know if communications seem good within this organization May I know if those who well on the job stand a fair chance of being promoted Do you mind telling me if your supervisor is fair to you? May I know if you feel a sense of pride in doing my job Agreement level 92 No May I know if the goals of this organization are not clear to me Items May I know if your leader shows too little interest in the feelings of subordinates 10 May I know if the benefit package you have is equitable 11 Can I know if you have too much to at work? 12 Can you tell me if you feel satisfied with my chances for salary increases? 13 Do you mind telling me if you feel my efforts are rewarded the way they should be? 14 May I know if your job is enjoyable 15 May I know if you have enough training? 16 May I know if you are enthusiastic about my job 17 Can you tell me if you are immersed in my job? 18 Do you mind telling me if you are proud of the work I do? No h Agreement level Items Because I enjoy this work very much Because I have fun doing my job For the moments of pleasure that this job brings me I chose this job because it allows me to reach my life goals Because this job fulfills my career plans Because this job fits my personal values Agreement level 93 Because I have to be the best in my job, I have to be a ‘winner’ Because my work is my life and I don’t want to fail Because my reputation depends on it Ext1 Because this job affords me a certain standard of living Ext2 Because it allows me to make a lot of money Ext3 I this job for the pay check No Items Agreement level Is talkative Tends to find fault with others Does a thorough job Is depressed Is original, comes up with new ideas Is Reserved Is helpful and unselfish with others Can be somewhat careless Is relaxed, handles stress well 10 Is curious about many different things 11 Is full of energy 12 Starts quarrels with others 13 Is a reliable worker 14 Can be tense 15 Is ingenious, a deep thinker 16 Generates a lot of enthusiasm h 94 Has a forgiving nature 18 Tends to be disorganized 19 Worries a lot 20 Has an active imagination 21 Tends to be quiet 22 Is generally trusting 23 Tends to be lazy 24 Is emotionally stable, not easily upset 25 Is inventive 26 Has an assertive personality 27 Can be cold and aloof 28 Perseveres until the task is finished 29 Can be moody 30 Values artistic, aesthetic experiences 31 Is sometimes shy, inhibited 32 Is considerate and kind to almost everyone 33 Does things efficiently 34 Remains calm in tense situations 35 Prefers work that is routine 36 Is outgoing, sociable 37 Is sometimes rude to others 38 Makes plans and follows through with them 39 Gets nervous easily 40 Likes to reflect, play with ideas 41 Has few artistic interests h 17 95 42 Likes to cooperate with others 43 Is easily distracted 44 Is sophisticated in art, music or literature h 96