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

Research Background

Since its economic opening in 2011, Myanmar has experienced significant socio-cultural, technological, and organizational changes However, these transformations have also led to notable human resource challenges, particularly a high labor turnover rate In the garment sector, the turnover rate is reported at 57%, while the food sector sees a rate of 39% This situation highlights the pressing need to address workforce stability in Myanmar's evolving economy.

S Kanay De and Mi Win Thida, 2014)

The garment industry in Myanmar experienced significant growth from 2012 to 2019, with exports reaching US$5.7 billion in 2019, primarily to Europe, Japan, and the United States (Eurocham Myanmar, 2021) Notably, two-thirds of garment companies are foreign-owned, predominantly by Chinese, East Asian, and Thai investors (Eurocham Myanmar, 2021) Despite some companies prioritizing human rights, severe labor rights violations persist, and workers often face harsh treatment (Russel, 2022) The author aims to focus on this industry, although obtaining data from this challenging environment has proven difficult.

The food industry is an attractive choice due to its projected annual growth rate of 21.54% from 2023 to 2027 (Statista Myanmar, 2022) Additionally, it faces a significant turnover issue, with the sector accounting for 39% of turnover challenges (UNDP, 2014) A report by Mizzima News (2017) highlights that the labor turnover rate in Myanmar's distribution groups is notably high, necessitating the recruitment of fifty new staff members each month.

The pharmaceutical industry has played a crucial role during the COVID-19 pandemic, which began on March 23, 2020 The surge in demand for medications and treatments in response to the crisis has significantly impacted the pharmaceutical market.

Myanmar's pharmaceutical expenditure is growing at an annual rate of 11%, with the market projected to reach a value of $1.1 billion by 2023 (International Trade Administration, 2022) The pharmaceutical industry is thriving within the ASEAN region, primarily driven by foreign companies that import medications into Myanmar Numerous pharmaceutical distributors operate in the country, playing a crucial role in medicine distribution and customer assistance However, there is a notable shortfall in the health workforce in Myanmar (Yu Mon Saw, 2019) Motivated employees in the pharmaceutical sector are essential for enhancing service quality and effectively meeting customer needs.

The author focuses on the education sector in Myanmar to inspire employees towards enhancing educational growth Despite efforts, the quality of education in Myanmar remains subpar when compared to neighboring countries (Aung Moe).

2017) Employees in this sector are also crucial for educational development

Inefficient leadership, communication issues, and neglecting employee rights are significant factors contributing to turnover problems in Myanmar (Brandenberg, 2017; Berger, Dale Camego, 2018) To address these challenges, leaders must actively engage with employees and foster open communication to gain a deeper understanding of their values and needs.

In 2018, it was emphasized that organizations must foster a supportive and engaging work culture (HR, 2019) Luc de Waegh (2019) highlighted the necessity of leadership skills in Myanmar, noting that effective leadership significantly influences employee motivation and contributes to long-term organizational success (Swe & Lu, 2019; Lynch, 2015; Ryan & Syed, 2013; Griffith, 2004) Furthermore, strong leadership plays a crucial role in mitigating turnover issues within organizations (Ryan Pendell, 2021).

Research Objectives

To investigate which leadership styles directly enhance motivation in Myanmar.

Research Questions

2 Are there direct relationships between leadership styles and motivation?

Operational definition

Leadership: “Leadership is the process of influencing people so that they will strive willingly towards the achievement of group goals.”

Motivation: “Motivation refers to the way in which urges, drives, desires, aspirations, strivings or needs direct, control or explain the behavior of human beings.” McFarland (1980)

The Big Five personality traits, also known as the five-factor model, categorize human personality into five core dimensions: openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism.

Scope of the study

This study explores the relationship between leadership styles and employee motivation, while also examining the moderating effects of the Big Five personality traits It focuses on employees from the pharmaceutical, healthcare, and food industries, with research conducted from April 2019 to July 2022.

Research Structure

This study is structured into five chapters Chapter One outlines the statement of the problem, research objectives, research questions, contributions of the research, operational definitions, and the scope of the study Chapter Two presents a theoretical review along with relevant literature.

Three introduces research design, methodology, and measurement of variables Chapter h

Four is about data analysis and Chapter Five includes: the conclusion, limitations and areas of future study h

LITERATURE REVIEW 2.1.Introduction

Leadership

Leadership is defined as "the capacity to translate vision into reality” (Benneis,

In the evolving landscape of leadership, Gates (2019) emphasizes that effective leaders empower others to meet the needs of both shareholders and employees By adopting a conscious approach to leadership, they prioritize human needs and ensure that efforts are utilized efficiently A good leader understands the importance of guiding their team effectively, ultimately contributing positively to society.

"A more human” leader requires positivity, purpose and empathy These key traits will put you on the road to genuine connections with team members (Marie, 2010)

Leadership is a dynamic process of social influence that maximizes the efforts of individuals toward achieving a common goal It involves collaboration and the ability to work effectively with others, as highlighted by Jon Peerce and John Newstrom, who describe it as a fluid relationship between a leader and followers within a group context Ultimately, effective leadership fosters a collective effort to accomplish shared objectives.

Leadership and management differ significantly in their approaches and focus While leaders are innovators who generate new ideas, managers are responsible for administering established rules Leaders embody originality and individualism, whereas managers tend to imitate existing practices Additionally, leaders prioritize people and relationships, while managers concentrate on systems and structures Finally, leaders build influence through trust, contrasting with managers who often rely on authority and command (Bennis, 2014).

A leader has a long-range perspective and a manager has a short-range perspective

Leaders envision the future of their organizations, planning a decade ahead, while managers focus on shorter-term administration They challenge the status quo, seeking innovative ideas to engage new markets and identify opportunities for change, whereas managers typically adhere to established rules As noted by Bennis (1989), "Managers follow the rules while leaders focus on challenging rules and promote effectiveness." This distinction highlights that while managers ensure tasks are completed correctly, true leadership is about doing the right thing, as emphasized by Bennis and Nanus (1985), underscoring that effective leadership is rooted in moral and ethical decision-making.

Focus on people Focuses on systems and structure

Inspire trust Relies on control h

Challenges the status quo Accept the status quo

Does the right thing Does thing right

A leader is defined as an individual who inspires and motivates employees to achieve shared objectives (Orozi Sougui et al., 2017) Motivation encompasses an individual's desires, aspirations, and needs (Cherry, 2022), and effective leaders can enhance employee motivation by addressing and fulfilling these essential needs.

There are two types of motivation: internal motivation and external motivation Internal motivation means that “a person is motivated to accomplish a goal that comes from within

It is determined by one’s own values and goals"(Reeve, 2015) External motivation relates to motivation … coming from a source outside the person (Reeve, 2015)

Trait theory, introduced by Gordon Allport in 1936, focuses on the study of personality and evaluates the unique traits that distinguish leaders from non-leaders This theory posits that effective leaders possess specific personality characteristics that are not commonly found in those who do not hold leadership positions.

Mark Zuckerberg and Bill Gates exemplify essential leadership traits, including confidence and intelligence Effective leaders possess a range of qualities, such as drive, honesty, integrity, and open-mindedness, which contribute to their success (Gordon Allport, 1936).

Behavior theory posits that leaders are developed rather than born, emphasizing that leadership skills can be cultivated Unlike trait theory, which focuses on inherent qualities, behavioral theories examine a leader's actions, influenced by culture, emotions, and values (Likert, 1950) This approach categorizes leadership into two main types: task-oriented and people-oriented, highlighting the importance of a leader's behavior in effective leadership.

Contingency theory examines how situational factors influence the relationship between independent and dependent variables in organizational studies Developed by Fiedler in 1960, this theory emphasizes the importance of leadership styles and the specific context in which they are applied.

Leaders can excel in certain situations while struggling in others, primarily due to their task-oriented or relationship-oriented styles, as identified by Fiedler (1960) The distinction between these styles can be assessed using the Least Preferred Co-worker (LPC) scale, where a high LPC score indicates a leader's focus on maintaining positive relationships with coworkers, while a low LPC score reflects a more negative perception of team members.

Leaders with high Least Preferred Co-worker (LPC) scores excel in team management, while those with low LPC scores are more effective in task completion (Fiedler, 1960) According to contingency theory, the effectiveness of a leadership style depends on its alignment with the specific situation at hand.

Transactional leadership is centered around reward and punishment systems, allowing minimal input from team members (Bass, 1985) This leadership style motivates employees by exchanging rewards for their performance, meaning that high achievers are rewarded while those lacking commitment face consequences Defined as leaders who primarily utilize social exchanges for transactions, transactional leadership emphasizes structured relationships between leaders and followers (Robbins, 2007).

Bass (1995) expanded on Burns' (1978) transformational theory, highlighting the importance of employee job satisfaction and success When employees align their personal achievements with organizational values, they foster a more positive work environment (Podsakoff, MacKenzie, and Bommer, 1996) According to Yukl (2013), transformational leaders inspire employees to exceed expectations, while motivating them through a shared organizational vision (Northouse, 2013) Unlike transactional management, which addresses basic human needs, transformational leadership fulfills higher-level needs such as self-esteem and self-actualization (Burns, 1978) This style of leadership, characterized by charisma, offers inspiration and intellectual stimulation (Burns, 1978).

Employees' intrinsic motivation increases with the presence of various features in the workplace Participative leadership, as highlighted by Hajzler (2011), values workers' input and guidance across diverse issues This approach empowers craft workers, allowing them to share their experience and judgment, while fostering an environment where their opinions are respected, ensuring they feel heard in decisions that impact them.

In a centralized authority structure, employees benefit from recognition when successes occur, while managers take responsibility for any negative outcomes, encompassing both decision-making and results.

Employee motivation

A leader is defined as an individual who inspires and motivates employees to achieve a shared objective (Orozi Sougui et al., 2017) Motivation encompasses an individual's desires, aspirations, and needs (Cherry, 2022) Effective leaders can enhance employee motivation by addressing and fulfilling these essential needs.

There are two types of motivation: internal motivation and external motivation Internal motivation means that “a person is motivated to accomplish a goal that comes from within

It is determined by one’s own values and goals"(Reeve, 2015) External motivation relates to motivation … coming from a source outside the person (Reeve, 2015).

Theoretical review

Trait theory, introduced by Gordon Allport in 1936, focuses on the analysis of personality traits, particularly in leadership This theory posits that effective leaders possess distinct personality traits that differentiate them from non-leaders By measuring these traits, trait theory provides insights into the characteristics that contribute to successful leadership.

Mark Zuckerberg and Bill Gates exemplify key leadership traits, including confidence and intelligence Effective leaders possess a variety of qualities, such as drive, honesty, integrity, open-mindedness, and the ability to inspire others, as highlighted by Gordon Allport in 1936.

Behavior theory contrasts with trait theory, asserting that leaders are made rather than born and that leadership skills can be cultivated This approach emphasizes a leader's actions over their internal characteristics, acknowledging that behavior is shaped by cultural, emotional, and value-based factors (Likert, 1950) Behavioral leadership is categorized into two main types: task-oriented and people-oriented leadership, focusing on how leaders interact with their teams and manage tasks effectively.

Contingency theory examines how situational factors influence the relationship between independent and dependent variables in organizational studies Developed by Fiedler in 1960, this theory emphasizes two key components: leadership styles and the specific context in which they are applied.

Leaders exhibit varying effectiveness depending on the situation, primarily categorized as task-oriented or relationship-oriented (Fiedler, 1960) This distinction can be assessed using the Least Preferred Co-worker (LPC) scale, where a high LPC score indicates a leader who prioritizes maintaining harmonious relationships with coworkers, while a low LPC score reflects a more negative perception of colleagues (Fiedler, 1960).

Leaders exhibiting high Least Preferred Coworker (LPC) scores are adept at fostering team dynamics, while those with low LPC scores excel in task completion (Fiedler, 1960) According to contingency theory, the effectiveness of a leadership style is contingent upon its alignment with the specific situational context.

Transactional leadership emphasizes a system of rewards and punishments, allowing minimal input from team members (Bass, 1985) This leadership style motivates employees by exchanging rewards for their performance; those who excel are rewarded, while those lacking commitment face consequences Defined as "leaders who lead primarily by using social exchanges for transactions" (Robbins, 2007), transactional leadership relies on clear expectations and outcomes to drive employee behavior.

Bass (1995) expanded on Burns' (1978) transformational theory, highlighting the importance of employee job satisfaction and success When employees align their personal achievements with organizational values, they foster a more positive work environment (Podsakoff, MacKenzie, and Bommer, 1996) According to Yukl (2013), transformational leaders inspire employees to exceed expectations, while Northouse (2013) notes that these leaders motivate through a shared organizational vision While transactional management addresses basic human needs such as physiological safety and belonging, transformational leadership fulfills higher-level needs like self-esteem and self-actualization (Burns, 1978) Additionally, transformational leadership is characterized by charisma, which provides inspiration and intellectual stimulation (Burns, 1978).

Employees experience increased intrinsic motivation when more features are available in the workplace Participative leaders actively seek and value workers' input, guidance, and counsel on various issues (Hajzler, 2011) This approach empowers craft workers, allowing them to share their valuable experience and judgment As a result, employees feel their opinions are respected, fostering a sense of ownership and voice in decisions that impact their work environment.

A centralized authority creates an optimal work climate, where employees are credited for successful outcomes, while managers take responsibility for any unfavorable results.

Theory X and theory Y is created by Douglas Mc Gregor (1964) Theory X assume that employees are lack of creativity and drive Theory X, leaders think employee need monitoring Theory X is fulfilling psychological needs, security Theory X says that employee need more control and direction Theory X is transactional leadership and theory

Y is participative leadership In Y, leaders think employee do not need control as they are self- directive Theory X and Y are about supervisor assumption on employee Theory X or h

Y is used based on the situation For example, new employees hired Theory assumed that an individual should be analyzed which theory to be adopted

The Big five personalities were created by Paul Costa and Robert R McCrae in

The Big Five personality traits, established in the 1970s, are regarded as one of the most reliable psychological models due to their consideration of personality and life indicators (Peabody & De Raad, 2002; Benet-Martinez & John, 1998) This model is universally applicable across cultures (Bouchard & Loehlin, 2001; McCrae & Costa, 1997; Wiggins & Trapnell, 1997; Yamagata et al., 2006) and comprises five key traits: openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism.

The Five Factor model of personality, also known as the Big Five, is a pivotal framework in understanding human personality traits (Soto, 2015) According to Triandis and Suh (2002), personality encompasses the emotions and habits that manifest in an individual's behavior Extroverted individuals are characterized by their sociability and outgoing nature, while introverts tend to prefer solitude and exhibit lower levels of sociability (Costa and McCrae, 1992) Those who are open to experience demonstrate creativity and adaptability, in contrast to individuals who are more grounded and practical (Costa and McCrae, 1992) Agreeable individuals prioritize the satisfaction of others, whereas those who are disagreeable often challenge norms and engage in arguments (Costa and McCrae, 1992) Lastly, conscientious people are typically organized and structured, while their less conscientious counterparts exhibit greater flexibility (Costa and McCrae, 1992).

Openness to experience (O) is defined by traits such as open-mindedness, active imagination, a preference for variety, and independent judgment (Costa and McCrae, 1992) Individuals with higher openness scores are more likely to embrace new lifestyles, cultures, and experiences, fostering connections and expanding their horizons (Costa and McCrae, 1992).

For example, openness to experience people are curious about many things and they come up with new ideas

Conscientiousness (C) is a key personality trait characterized by organization, responsibility, and a strong work ethic (Berrick & Mount, 1991; Costa & McCrae, 1992; John & Srivastava, 1999; Wortley, 2011) Unlike neurotic individuals, those high in conscientiousness are self-reliant and adhere to rules, leading to greater productivity They exhibit mindfulness and thorough preparation, making them less prone to emotional upset Additionally, survey questions designed for conscientious individuals tend to be well-structured and organized.

Related studies and Conceptual model………………………………… 25-27 2.7 Literature review and hypothesis development……………………………… 32-34

1999), (Nemaei, 2012), (Zaidi et al 2013), (Wildermuth 2008) and (Akhtar et al 2015), (Yeh.,et al 2016)

Transactional leadership and employee's motivation

Transactional leaders significantly influence employee motivation in both the banking and public sectors Research by Chaudhry and Taved (2012) indicates that the rewards and benefits provided by transactional leaders positively impact employees, encouraging them to work diligently and maintain a positive outlook This motivational effect can also contribute to a lower turnover rate Furthermore, Pineda (2022) supports the notion that transactional leadership enhances employee motivation in the public sector, a finding echoed by Wahyuni, Christiananta, and Eliyan (2014) in the context of Indonesia Additionally, Barbuto (2005) highlights the relationship between transactional leaders' intrinsic motivation and contingent rewards, further emphasizing their role in motivating employees Overall, transactional leadership proves to be an effective approach in fostering motivation across various sectors.

Transformational leadership and employee motivation

Ahmad et al (2014) found that transformational leadership positively influences employee motivation Additionally, a study on the relationships among transformational leadership, organizational commitment, and employee effectiveness confirmed that transformational leaders significantly enhance motivation levels among employees (Srithongrung).

A study on transformational leadership highlights four key dimensions: charisma, inspiration, motivation, and intellectual stimulation, which enhance employee motivation (Susil, 2022) This leadership style is effectively utilized in both government institutions and private companies (Susil, 2022) Additionally, research indicates a correlation between transformational leadership and various sources of motivation, including intellectual and inspirational motivation, as well as individualized consideration (John h).

Transformational leaders play a crucial role in enhancing intrinsic motivation among employees, particularly in the education sector, as highlighted by Zhang (2010) and supported by Naile and Selesho (2014) Research by Kane & Tremble (2000) and Lowe et al (1996) further emphasizes the positive effects of transformational leadership on employee motivation Additionally, Padang (2018) found that transformational leaders significantly influence employee well-being, while Park and Rainey (2008) noted that this leadership style fosters public service motivation by empowering staff.

(2000) indicates that there is a relationship between transformational leadership and motivation Transformational leaders are good at managing relationships

Numerous studies indicate that transformational leadership significantly enhances employee commitment (Gathungu et al., 2015), motivation (Ahmad et al., 2014), and overall performance (Cheung and Wong, 2010) Additionally, research by Barbuto et al (2000) and Christensen (2002) demonstrates that transformational leadership boosts the effectiveness of followers.

Participative leadership and employee motivation

Participative leadership significantly influences employee motivation, as highlighted by researchers such as Khuong and Hoang (2015) and Oketch and Ainembabazi (2021) In Vietnam, relationship-oriented participative leaders foster positive connections that enhance employee motivation Huang et al (2010) found that these leaders improve work performance and organizational citizenship behavior through psychological empowerment, a study conducted in Hong Kong Additionally, Rush and Lance (1999) indicated that intrinsic motivation serves as a mediator between participative leadership and employees' organizational commitment Nemaei (2012) further noted that participative leaders can effectively boost their followers' motivation.

Participative leadership positively impacts motivation in private universities in Kampala, as highlighted in a 2021 study Similarly, Rivai (2020) demonstrated a strong correlation between participative leadership and work motivation, alongside work behavior, in Indonesia, a region experiencing slower growth.

A study on "Personality and Preferred Leadership" (Andy et al., 2017) revealed that extroverted individuals tend to favor a participative leadership style, while those who are open to new experiences do not prefer a transactional leader Additionally, the study found no correlation between openness to experience and a preference for participative leadership.

2.7.3 The relationship between the big five personalities to motivation

Research indicates that personality traits significantly influence motivation in the workplace Openness to experience is linked to motivation, while extroversion positively correlates with it Conscientiousness affects both extrinsic and intrinsic motivation, with agreeable individuals showing a strong association with intrinsic motivation, as they tend to seek harmony and adapt to the needs of others In contrast, those high in neuroticism perceive their environment as threatening, leading to emotional drain and reduced engagement Studies by Zaidi et al (2013), Wildermuth (2008), and Akhtar et al (2015) confirm that neuroticism does not foster workplace engagement.

A study on the relationship between the Big Five personality traits and achievement motivation found that conscientiousness, openness, extraversion, and agreeableness are positively linked to intrinsic motivation, while neuroticism is associated with extrinsic motivation This research utilized two-factor models, as noted by Hart et al (2017).

H1 Transactional leaders have a direct effect on motivation in Myanmar

Trait theory plays a significant role in defining the characteristics of transactional leaders, who are known for their directive approach and emphasis on structure These leaders often exhibit supervisory qualities, show resistance to change, and primarily motivate their teams through extrinsic rewards Aligned with Theory X, transactional leaders incentivize performance by offering tangible rewards to high achievers while implementing penalties for those who underperform This focus on clear rewards and consequences shapes the dynamic of their leadership style.

Transactional leaders primarily address psychological, safety, and belonging needs, as outlined in Maslow's theory Numerous studies, including those by Chaudhry and Taved (2012), Pineda (2022), and Wahyuni, Christiananta, and Eliyan (2014), provide evidence that these leaders effectively motivate employees Consequently, the hypothesis that transactional leaders enhance employee motivation has been established.

H2 Transformational leaders have a direct effect on motivation in Myanmar

The trait theory of leadership plays a crucial role in transformational leadership, where leaders focus on creating a compelling vision and fostering interest in their followers rather than pursuing personal gain By prioritizing the needs of their group, transformational leaders drive collective success According to Maslow's theory, these leaders address employees' higher self-actualization needs, as highlighted by researchers like Burns (1978), Bass (1985), and Grant (2012) This framework suggests that transformational leaders possess the ability to effectively motivate their employees, leading to enhanced performance and fulfillment.

H3 Participative leaders have a direct effect on motivation in Myanmar

Participative leaders, aligned with trait theory and Theory Y, foster collaboration by involving employees in the decision-making process, emphasizing a people-oriented approach By acknowledging employees’ contributions, these leaders cultivate a positive work environment (Hajzler, 2011) Previous research has demonstrated that the traits of participative leaders significantly enhance employee motivation (Khuong and Hoang, 2015), supporting the hypothesis that participative leadership positively influences employee motivation.

H4 Conscientiousness will moderate the positive relationship between participative leadership and employee motivation

Conscientious employees are characterized by their goal-oriented nature, strong work ethic, and successful outcomes They are also mindful and well-prepared, as supported by various studies (Berrick & Mount, 1991; Costa & McCrae, 1992; John & Srivastava, 1999; Wortley, 2011) Conversely, participative leaders recognize and value the contributions of their employees (Khuong and Hoang, 2015) It is anticipated that these leaders will embrace the input of conscientious employees, as this relationship fosters a positive and collaborative work environment.

H5 Openness to experience will moderate the negative relationship between transactional leadership and motivation

People who are high in openness to experience are explorative and broadminded Openness to experience find alternative ways for solving problems (Costa & McCrae, 1988; McCrae

METHODOLOGY AND RESEARCH DESIGN

Introduction

This chapter presents the methodology which includes research design, sample size, measurement of variables, data collection method and data analysis.

Research design

Survey design in quantitative research is employed to explore the connection between leadership styles and employee motivation This research method focuses on measurable variables to systematically investigate phenomena and their relationships (Leedy, 1993) It aims to answer questions about these relationships to explain, predict, and control outcomes (Leedy, 1993) By utilizing a structured approach, survey design effectively gathers insights into the attitudes and opinions of a population, which are not directly observable (Cherry, 2018) This method is particularly valuable as it captures individuals' opinions that closely reflect their real-life thoughts (Cherry, 2018).

2018) Surveyees can also give their opinion freely.

Population and Sample size

The survey focused on employees from the garment, food, and pharmaceutical sectors, ensuring participants met criteria such as geographical proximity, accessibility, availability, and willingness to engage (Eitkan et al., 2016) Over 200 surveys were distributed, achieving a response rate of 70% A total of 60 individuals completed online questionnaires during the COVID-19 period in Myanmar, specifically from April 10 to May 30, 2019.

Sampling method

Convenience sampling was used Convenience sampling refers to a method of collecting samples from those conveniently located around a location (Thomas W Edgar, h

David O Manz, 2017) Convenience sampling is applicable to research because it can gain response rate in a short period of time.

Data collection

The company distributes structured questions via email and social media, ensuring prior contact with organizations before sending out questionnaires These questionnaires are available in both English and Myanmar languages through Google Forms, catering to bilingual individuals with the English version while providing accessibility for those less proficient in English through the Myanmar translation.

Questionnaires have been gathered from various sectors, including healthcare, pharmaceuticals, education, and food Data collection involved both department heads and employees, who provided responses to questions directed at their leaders.

The collected data was analyzed using SPSS version 25, employing both descriptive and inferential statistics Descriptive statistics included frequency, percentage, mean, and standard deviation, while inferential statistics were utilized to test hypotheses through multilinear regression with hierarchical methods This multilinear regression approach examines the impact of multiple independent variables on dependent variables (Kaur et al., 2018; Hayes, 2022).

3.6 Measure of Leadership styles (MLQ)

The Multifactor Leadership Questionnaire (MLQ 5X short), developed by Bass and Avolio in 1995, was utilized in this study to assess the type of leadership present in the workplace The MLQ effectively distinguishes between effective and ineffective leaders and is supported by strong evidence of validity It has been employed in thousands of research programs, demonstrating its widespread acceptance in leadership studies One example of a measurement item is, "My leader expresses confidence that goals will be achieved."

(Idealized Influence, Inspirational Motivation, Intellectual stimulation and Individualized Consideration)

Transformational leadership is characterized by key traits such as optimism about the future and the setting of challenging goals Leaders who engage in this style actively question critical assumptions to ensure their relevance They provide intellectual stimulation by encouraging innovation and exploring new opportunities for achieving objectives Additionally, individualized consideration is essential, as leaders focus on the unique needs of their subordinates, acting as mentors and motivators Inspirational motivation is also a hallmark of transformational leadership, where leaders leverage charisma to inspire groups and instill a sense of purpose and meaning in their tasks.

Participative leadership fosters an environment where leaders value input and advice from their team members, empowering them to share their experiences This leadership style also emphasizes the importance of work-life balance, as considerate leaders take into account the personal lives of their employees.

Likert scales are utilized to assess reliability, concurrent validity, and predictive validity (Jacoby & Mattel, 1971) They provide a scientifically accepted method for measuring attitudes (Joshi et al., 2017), typically employing a 5-point scale ranging from 1 (Strongly Disagree) to 5 (Strongly Agree).

3 – Neutral; 4 – Agree and 5 - Strongly agree

Personality is accessed through NEO Five-Factor Inventory (Costa & McCrae,

The NEO Five-Factor Inventory, developed by McAdams in 1992, is preferred over the MBTI personality test due to its higher accuracy in assessing personality traits in the workplace This inventory measures the Big Five personality traits, which are universally applicable across different cultures, making it a valid tool for evaluating employee characteristics.

The internal consistencies of five personalities scales were extroversion (Alpha 0.745), agreeableness (Alpha = 0.637), conscientiousness (Alpha = 0.691), neuroticism (alpha = 0.745), and openness to experience (Alpha = 0.691)

Motivation is measured by intrinsic and extrinsic motivation scale which is why you do your work (Deci & Ryan, 2000) h

Intrinsic motivation is assessed through questionnaire items like "I enjoy this work very much," "The moments of pleasure this job brings me are invaluable," and "My work is my life." In contrast, extrinsic motivation is evaluated through different criteria, highlighting the various factors that drive individuals in their professional endeavors.

“Because this job affords me a certain standard of living, Because it allows me to make a lot of money, I do this job for the paycheck”

Questionnaire” by (Bass and Avolio 1995)

Transactional leadership (4 items) Transformational leadership (8 items) Participative leadership (5 items)

NEO Five-Factor (Inventory Costa &

Openness to Experience (9 items) Conscientiousness (9 items) Extroversion (8 items) Agreeableness (9 items) Neuroticism (8 items)

3 Motivation Work motivation intrinsic and extrinsic motivation scale

Figure 3.7: Research proposed model by author h

This chapter aims to interpret the findings and results regarding leadership styles that enhance employee motivation in Myanmar, along with the relationship between these styles and employees' personality traits.

Employees are selected to provide answers to the structural questionnaire

Table 4.1 Demographic of the respondents Department Number of Respondents Percentage of Respondents

Source: Own survey data SPSS 25

The percentage is highest for the R & D department (15 %) The second highest is the business department (13.3%), followed by sales (11.7%) and marketing (10.0%) departments

Table 4.3 Work Duration Work Duration Number of Respondents

Duration refers to the length of time employees have spent at their current companies, with most survey participants having worked there for one to three years.

Table 4.4 Educational level Education Level Number of Respondents Percentage of Respondents

The highest was postgraduate at 51% while voluntary education is the least at 1.7 %

The mean value reflects the average responses from employees across various dimensions, indicating a higher mean when respondents agree with the statements and a lower mean when they disagree The dimension with the highest mean value is tenure, scoring 10.6 Leadership styles, particularly transactional and transformational leadership, also show strong mean values of 4.00 and 4.01, respectively, while participative leadership scores a notable 3.80 All other items exceed a mean value of 3.0, highlighting the significance of moderators, specifically the Big Five personality traits, in influencing employee motivation.

Standard deviation indicates the diversity of employee responses regarding a specific construct A high standard deviation signifies that data is widely spread, reflecting a range of opinions among respondents, while a low standard deviation suggests limited variation in opinions In the analysis, three leadership styles exhibited high standard deviations of 0.79, 0.85, and 0.80, respectively, indicating varied employee perceptions.

Cronbach’s Alpha coefficients are utilized to check the reliability of constructs

No Variable Number of items Cronbach Alpha

This study utilized the Cronbach Alpha method to evaluate the reliability of its measurements, following the guidelines of George & Mallery (2016) A Cronbach Alpha value above 0.90 is deemed excellent, while values between 0.80 and 0.89 are considered good The study found that the leadership scale exhibited high reliability, with Cronbach’s Alpha values of 0.810 and 0.863 Additionally, motivation demonstrated a strong reliability with a Cronbach's Alpha of 0.932 Other variables in the study ranged from 0.700 to 0.810, indicating fair reliability.

Table 4.7: Factor loadings question items

No Items Labels Factor loadings

My leader goes beyond for the group of people 0.839 h

My leader talks optimistically about future 0.666

My leader re-examines critical assumptions to questions whether they are appropriate

My leader help others to develop their strength 0.606

My leader brings out the best 0.582

My leader set challenging goal 0.591

My leader is considerate of my life outside work 0.863

I feel empowered and provide the leader with the benefit of my experience

My leader input, counsel and guide on matter of all kinds in the workplace

My leader input and advice 0.798

The performance assessment seems to have turned out well

My leader made clear what one can expect when a performance goal is achieved

My leader keep track of all the mistakes 0.819 h

My leader instills pride in other being associated with him

My leader talk enthusiastically about what need to be accomplished

I am curious of many different things 0.723

25 Extroversion 2 Is full of energy 0.709

28 Extroversion 5 Generates a lot of enthusiasm 0.614

29 Extroversion 6 Tend to find fault in others 0.687 h

32 Agreeableness 1 I am helpful and unselfish with others 0.795

34 Agreeableness 4 I start quarrel with others 0.728

35 Agreeableness 5 I am considerate and almost kind to others 0.722

36 Agreeableness 7 I like to cooperate with others 0.718

38 Agreeableness 9 I can be cold and aloof 0.669

45 Neuroticism 7 I remain calm in stress situation 0.556

47 Motivation 1 Because I enjoy this work so much 0.938

48 Motivation 2 Because I have fun doing this job 0.892

49 Motivation 3 For the moments of pleasure that this job brings me

50 Motivation 4 I chose this job because it allows me to reach my goals

51 Motivation 5 Because this job fulfills my career plan 0.854

52 Motivation 6 Because this job fits my personal values 0.840

53 Motivation 7 Because I have to be the best at my job I have to be a winner

54 Motivation 8 Because my work is my life and I don’t want to fail

55 Motivation 9 Because my reputation depends on it 0.657

56 Motivation 10 Because this job affords me to a certain kind of living

EFA (Exploratory Factor analysis) describes variability among, correlated variables in terms of a potentially lower number of unobserved variables called factors (Goldberg, L R., & Velicer, W F 2006)

The constructs of Transformational, Transactional, and Participative leadership, along with motivation and the Big Five Personality traits—Openness to Experience, Conscientiousness, Extroversion, Agreeableness, and Neuroticism—play a crucial role in understanding individual and group dynamics By eliminating uncorrelated factors from the question items, factor analysis enhances clarity by identifying significant correlations through factor loading This analytical approach effectively reduces the number of variables, streamlining the data for more focused insights.

Research Proposed Model

Figure 3.7: Research proposed model by author h

This chapter aims to interpret the findings and results regarding leadership styles and their impact on employee motivation in Myanmar It highlights the relationship between various leadership styles and employee personality traits, identifying which approaches are most effective in enhancing motivation among employees.

Employees are selected to provide answers to the structural questionnaire

Table 4.1 Demographic of the respondents Department Number of Respondents Percentage of Respondents

The percentage is highest for the R & D department (15 %) The second highest is the business department (13.3%), followed by sales (11.7%) and marketing (10.0%) departments

Table 4.3 Work Duration Work Duration Number of Respondents

Duration refers to the length of time employees have been with their current company, with most survey participants reporting tenure of less than three years, specifically around one year.

The mean value reflects the average responses of employees across various dimensions, indicating a high mean when respondents agree with a statement and a low mean when they disagree The highest mean value is associated with tenure, scoring 10.6, while both transactional and transformational leadership styles exhibit strong mean values of 4.00 and 4.01, respectively Additionally, participative leadership scores a commendable 3.80, with all other items exceeding a mean of 3.0 This data underscores the significance of moderators, particularly the Big Five personality traits, in influencing employee motivation.

Standard deviation indicates the diversity of employee responses regarding a specific construct A high standard deviation, such as the values of 0.79, 0.85, and 0.80 observed in three leadership styles, signifies a wide range of opinions among respondents Conversely, a low standard deviation reflects a lack of variation in opinions.

This study utilized Cronbach's Alpha to assess the reliability of its measurements, following the guidelines established by George & Mallery (2016) A Cronbach's Alpha value above 0.90 is deemed excellent, while values between 0.80 and 0.89 are considered good Scores ranging from 0.70 to 0.79 are categorized as fair, 0.60 to 0.69 as acceptable, and below 0.59 as poor (Nunnally and Bernstein, 1994) The results indicated that the leadership scale demonstrated high reliability with Cronbach's Alpha values of 0.810 and 0.863, while motivation showed an even higher reliability at 0.932 Other variables in the study fell within a fair range, with values between 0.700 and 0.810.

Transformational, transactional, and participative constructs, along with motivation and the Big Five Personality traits—openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism—play a crucial role in understanding human behavior Factor analysis helps streamline variables by eliminating uncorrelated factors, ensuring that only relevant items remain This process enhances clarity by demonstrating how closely items correlate with specific factors through factor loading, ultimately reducing complexity in the analysis.

In the pursuit of maximizing validity, certain variables have been eliminated, with the exception of transactional leadership and extroversion, where no items were removed However, for transformational leadership, item 7 was eliminated, while items 2 and 6 related to agreeableness, as well as item 11 concerning motivation, were also discarded A detailed description of the questions can be found in Appendix 1.

The method of factor loading utilizes a rotated component matrix to identify simplified and interpretable factors Variables with scores below 0.3 are removed (Field, 2013: 692), while scores above 0.4 are deemed stable (Guadagnoli and Velicer, 1988) Strong factor loadings are indicated by values close to –1 or +1 The results demonstrate acceptable factor loadings for transformational leadership and the Big Five personality traits, with strong factor loadings observed for transactional leadership, participative leadership, and motivation.

4.8 AVE of Factors (Transactional leadership, Transformational leadership,

Table 4.8: AVE of Factors (Transactional leadership, Transformational leadership,

Participative leadership, Big five Personality, Motivation)

No Factor AVE Square root of AVE

The average variance extracted (AVE) is a statistical measure that quantifies the variance captured by a construct relative to the variance attributed to measurement error (Santos & Cirillo, 2021) It is calculated by summing the square of multiple correlations along with the total of each variable (Santos & Cirillo, 2021) Additionally, convergent and discriminant validities are essential components of construct validity, highlighting the importance of AVE in evaluating measurement models (Santos & Cirillo, 2021).

Convergent validity assesses the degree to which a new scale correlates with other measures of the same construct, indicating a strong relationship with related variables (Santos & Cirillo, 2021) Conversely, it should show minimal correlation with unrelated variables, a concept known as discriminant validity (de Vet et al., 2011; Streiner et al., 2015) Discriminant validity confirms that certain variables do not have a relationship in reality, as established by Campbell and Fiske (1959).

** Correlation is significant at the 0.01 level (2-tailed)

* Correlation is significant at the 0.05 level (2-tailed)

As can be seen from the chart, correlation is significant for the independent variable transactional leadership, transformational leadership, participative leadership to dependent variable motivation

The Pearson correlation coefficient for transactional leadership is 0.1, indicating a weak positive correlation, as values range from -1 to +1, where +1 represents a perfect positive correlation In contrast, transformational leadership shows a stronger positive correlation with a Pearson r value of 0.301, highlighting its effective role in motivation Additionally, participative leadership has a Pearson correlation coefficient of 0.18, also reflecting a positive correlation.

There is a perfect linear correlation between independent and dependent variables as coefficient is 1 h

To assess normality in data, it is essential to measure skewness and kurtosis, which indicate the symmetry and peakedness of a distribution, respectively (Marezyk et al., 2005) A normal distribution is characterized by skewness and kurtosis values falling between -2 and +2 (George & Mallery, 2010) Specifically, skewness values between -0.5 and 0.5 indicate fairly symmetrical data, while values between -1 and 0.5 or 0.5 and +1 suggest moderate skewness Data with skewness greater than -1 or +1 is considered highly skewed In this study, the analysis of 11 constructs revealed that skewness and kurtosis values ranged between -2 and +2, confirming that the data is normally distributed.

4.11 The moderating effect of Big five personality on Transactional leadership on motivation

Table 4.11: Transactional leadership on motivation coefficient SE t P

Transactional Leadership* openness to experience (XM)

There is no significant interaction between Transactional leadership and extroversion on motivation (XM = -0.275, P= 0.5719 > 0.05) There is no significant interaction between Transactional leadership and openness to experience motivation (XM = 0.037, p =0.9705

The analysis reveals that there are no significant interactions between transactional leadership and various personality traits on motivation Specifically, the interaction with neuroticism (XM = -0.244, p = 0.1967), conscientiousness (XM = -0.263, p = 0.8040), and agreeableness (XM = -0.211, p = 0.2361) all yielded p-values greater than 0.05, indicating a lack of significant influence.

4.12 The moderating effect of Big five personality on Participative leadership and motivation

Table 4.12: Participative leadership and motivation

There is no significant interaction between Participative leadership and Openness to experience on motivation (XM = 0.05, P = 0 4965 > 0.05) There is no significant interaction between participative leadership and extroversion (XM= 0.36, p = 0.1771

The study reveals that there is no significant interaction between participative leadership and neuroticism (XM = -0.62, p = 0.1967), nor between participative leadership and agreeableness (XM = -0.39, p = 0.0169) However, a significant interaction does exist between participative leadership and conscientiousness (XM = -0.2939, p = 0.0142).

4.14 - The moderating effect of Big Five personality on Transformational Leadership

Table 4.14: The moderating effect of Big Five personality on Transformational

The study found no significant interactions between Transformational leadership and various personality traits regarding motivation Specifically, there was no notable relationship with extroversion (XM = 0.147, P = 0.2161), neuroticism (XM = -0.248, P = 0.6545), agreeableness (XM = -0.526, P = 0.1666), or conscientiousness, as all P-values exceeded the 0.05 threshold for significance.

= -0.185, P =0.17 > 0.05).There is no significant interaction between Transformational leadership and openness to experience on motivation (XM = -0.119, P =0.8542 > 0.05)

Direct effect of leadership styles

4.15 Direct effect of Transactional leadership to motivation

Table 4.15 Direct effect of Transactional leadership to motivation

Source: Own survey data SPSS 25 h

4.16 Direct effect of Transformational leadership on motivation

Table 4.16 Direct effect of Transformational leadership on motivation

Source: Own survey data SPSS 25 The direct effect of a transactional leader's motivation is insignificant as p= 0.58 > 0.05

4.17 Direct effect of Participative leadership on motivation

Table 4.17 Direct effect of Participative leadership on motivation

Source: Own survey data SPSS 25 The direct effect of a Participative leadership to motivation is insignificant p= 0.285 > 0.05

Table 4.18 The results of hypothesis

H1 Transactional leaders have direct effect on motivation in Myanmar

H2 Transformational leaders have direct effect on motivation in Myanmar

H3 Participative leaders have direct effect on motivation in Myanmar

H5 Openness to experience will moderate the relationship between transactional leadership and motivation

H6 Extroversion will moderate the negative relationship between transactional leadership and motivation

Neuroticism will moderate the negative relationship between participative leadership and motivation

From the finding transactional leaders do not have a direct effect on motivation in Myanmar This is in contrast with Indonesia Researchers have demonstrated that h

Educational level

The mean value reflects the average responses of employees across various dimensions, indicating a high mean when agreement is prevalent and a low mean when disagreement occurs Notably, tenure received the highest mean value at 10.6 In leadership styles, both transactional and transformational leadership scored high means of 4.00 and 4.01, respectively, while participative leadership also demonstrated a strong mean of 3.80 All other items surpassed a mean of 3.0, highlighting the significance of moderators, such as the big five personality traits, in influencing employee motivation.

Standard deviation indicates the diversity of employee responses regarding a specific construct, with a high standard deviation signifying a wide range of opinions among respondents Conversely, a low standard deviation reflects a consensus or limited variation in opinions In the analysis presented, three leadership styles exhibited high standard deviations of 0.79, 0.85, and 0.80, respectively, highlighting the varied perspectives of employees on these leadership approaches.

This study utilized the Cronbach Alpha method to assess the reliability of its measurements According to George & Mallery (2016), a Cronbach Alpha value above 0.90 is considered excellent, while values between 0.80 and 0.89 are deemed good, 0.70 to 0.79 fair, 0.60 to 0.69 acceptable, and below 0.59 poor (Nunnally and Bernstein, 1994) The findings revealed that the leadership scale exhibited high reliability with Cronbach’s Alpha scores of 0.810 and 0.863, while motivation demonstrated an even higher reliability at 0.932 Other measured variables ranged from 0.700 to 0.810, indicating fair reliability.

Transformational, transactional, participative motivation, and the Big Five personality traits—openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism—are key constructs in understanding human behavior Uncorrelated factors are eliminated from question items, while factor loading indicates the correlation to specific factors Factor analysis simplifies data by reducing the number of variables, enhancing the clarity of the analysis.

To ensure the highest validity, certain variables have been eliminated, with the exception of transactional leadership and extroversion, where no items were removed However, for transformational leadership, item 7 was eliminated, while items 2 and 6 from agreeableness, as well as item 11 from motivation, were also removed Detailed descriptions of these questions can be found in Appendix 1.

The analysis utilizes factor loading through a rotated component matrix to identify simplified and interpretable factors Variables with scores below 0.3 are excluded, while those above 0.4 are deemed stable Strong factor loadings are indicated by values close to -1 or +1 The results demonstrate acceptable factor loadings for transformational leadership and the Big Five personality traits, while transactional leadership, participative leadership, and motivation exhibit strong factor loadings.

4.8 AVE of Factors (Transactional leadership, Transformational leadership,

Table 4.8: AVE of Factors (Transactional leadership, Transformational leadership,

Participative leadership, Big five Personality, Motivation)

No Factor AVE Square root of AVE

Average variance extracted (AVE) is a statistical measure that indicates the extent of variance captured by a construct compared to the variance attributed to measurement error (Santos & Cirillo, 2021) It is calculated by summing the square of multiple correlations along with the total for each variable (Santos & Cirillo, 2021) Additionally, convergent and discriminant validities are essential components of construct validity (Santos & Cirillo, 2021).

Convergent validity assesses the degree to which a new scale aligns with related variables and established measures of the same construct (Santos & Cirillo, 2021) It is essential that this construct correlates positively with relevant variables while exhibiting no correlation with unrelated ones, a concept known as discriminant validity (de Vet et al., 2011; Streiner et al., 2015) Discriminant validity confirms that certain variables are indeed independent of one another, highlighting the absence of a relationship (Campbell and Fiske, 1959).

** Correlation is significant at the 0.01 level (2-tailed)

* Correlation is significant at the 0.05 level (2-tailed)

As can be seen from the chart, correlation is significant for the independent variable transactional leadership, transformational leadership, participative leadership to dependent variable motivation

The Pearson correlation coefficient for transactional leadership is 0.1, indicating a weak positive correlation, as the values range from -1 to +1, where +1 represents a perfect positive correlation and -1 a perfect negative correlation In contrast, transformational leadership shows a stronger positive correlation with a Pearson r value of 0.301, suggesting a significant relationship with motivation Additionally, participative leadership has a Pearson correlation coefficient of 0.18, which also indicates a positive correlation.

There is a perfect linear correlation between independent and dependent variables as coefficient is 1 h

To assess normality in data, it is essential to analyze skewness and kurtosis Skewness indicates the symmetry of a distribution, while kurtosis reflects its peak or flatness (Marezyk et al., 2005) A normal distribution requires skewness and kurtosis values to fall between -2 and +2 (George & Mallery, 2010) Specifically, skewness values between -0.5 and 0.5 suggest a fairly symmetrical distribution, while values between -1 and 1 indicate moderate skewness Values beyond -1 or +1 denote high skewness In this study, the analysis of 11 constructs shows that skewness and kurtosis are within the acceptable range of -2 to +2, confirming that the data is normally distributed.

The analysis reveals no significant interactions between Transactional leadership and various personality traits regarding motivation Specifically, there is no notable interaction with neuroticism (XM = -0.244, p = 0.1967), conscientiousness (XM = -0.263, p = 0.8040), or agreeableness (XM = -0.211, p = 0.2361), all indicating p-values greater than 0.05.

The study reveals that there is no significant interaction between participative leadership and neuroticism (XM = -0.62, p = 0.1967), as well as between participative leadership and agreeableness (XM = -0.39, p = 0.0169) However, a significant interaction exists between participative leadership and conscientiousness (XM = -0.2939, p = 0.0142), indicating that conscientiousness plays a notable role in the dynamics of participative leadership.

The study reveals that Transformational leadership does not significantly interact with personality traits such as extroversion (XM = 0.147, P = 0.2161), neuroticism (XM = -0.248, P = 0.6545), agreeableness (XM = -0.526, P = 0.1666), or conscientiousness, in terms of motivation All findings indicate that these personality traits do not have a meaningful impact on the motivational outcomes associated with Transformational leadership.

Research indicates that transformational leaders in Myanmar do not directly impact employee motivation However, some scholars suggest that these leaders can inspire motivation among their teams Notably, the individualized consideration exhibited by transformational leaders significantly enhances employee performance, often surpassing organizational expectations.

From the finding, participative leaders do not have a direct effect on motivation in Myanmar

H4 Conscientiousness moderates the positive relationship between participative leadership and employee motivation

This study supports the hypothesis that conscientiousness enhances the positive relationship between participative leadership and employee motivation As noted by Nemaei (2012), participative leaders effectively motivate their employees by encouraging idea sharing and involving them in the decision-making process.

H5 Openness to experience moderates the negative relationship between transactional leadership and motivation

Stewardess and Kurtosis

To assess normality in data, it is essential to measure skewness and kurtosis Skewness indicates the symmetry of the distribution, while kurtosis reflects the peak or flatness associated with it (Marezyk et al., 2005) A normal distribution is characterized by skewness and kurtosis values falling between -2 and +2 (George & Mallery, 2010) Specifically, skewness values between -0.5 and 0.5 suggest a fairly symmetrical dataset, while values ranging from -1 to -0.5 or 0.5 to +1 indicate moderate skewness Highly skewed data are represented by skewness values beyond -1 and +1 In this study, the analysis of 11 constructs shows that the skewness and kurtosis values range between -2 and +2, confirming that the data is normally distributed.

The study found no significant interactions between transactional leadership and various personality traits on motivation Specifically, there was no notable effect observed for neuroticism (XM = -0.244, p = 0.1967), conscientiousness (XM = -0.263, p = 0.8040), or agreeableness (XM = -0.211, p = 0.2361), all indicating p-values greater than 0.05.

The study reveals that there is no significant interaction between participative leadership and neuroticism (XM = -0.62, p = 0.1967), nor between participative leadership and agreeableness (XM = -0.39, p = 0.0169) However, a significant interaction does exist between participative leadership and conscientiousness (XM = -0.2939, p = 0.0142).

The study reveals that Transformational leadership does not significantly interact with extroversion, neuroticism, agreeableness, or conscientiousness in influencing motivation Specifically, the interaction with extroversion yielded a mean value of 0.147 (P = 0.2161), with neurotic individuals showing a mean of -0.248 (P = 0.6545), agreeableness a mean of -0.526 (P = 0.1666), and conscientiousness similarly showing no significant impact All results indicate P-values greater than 0.05, suggesting a lack of significant relationships between these personality traits and motivation in the context of Transformational leadership.

Research indicates that transformational leaders in Myanmar do not directly impact employee motivation, despite some scholars suggesting they can inspire it However, the individualized consideration exhibited by transformational leaders has been shown to enhance employee performance, often surpassing organizational expectations.

From the finding, participative leaders do not have a direct effect on motivation in Myanmar

H4 Conscientiousness moderates the positive relationship between participative leadership and employee motivation

This study supports the hypothesis that conscientiousness enhances the positive relationship between participative leadership and employee motivation As noted by Nemaei (2012), participative leaders effectively motivate their teams by encouraging idea-sharing and involving employees in decision-making processes.

H5 Openness to experience moderates the negative relationship between transactional leadership and motivation

The hypothesis is supported as openness to experience moderates the negative impact of transactional leadership on employee motivation Individuals who are open to new experiences tend to exhibit greater creativity and open-mindedness According to Costa and McCrae (1992), employees with high levels of openness actively embrace new life experiences, which can enhance their overall motivation in the workplace.

This is similar to the findings of Bertsh et.,al 2017 that transactional leaders do not influence on openness to experience h

H6 Extroversion moderates the negative relationship between transactional leadership and motivation

The hypothesis is supported by evidence indicating that extroversion plays a moderating role in the negative relationship between transactional leadership and employee motivation Research conducted by Bertsch et al (2017) and Hanh Thi Hai Nguyen (2017) found no significant correlation between transactional leadership and employees exhibiting high levels of extroversion.

H 7 Neuroticism moderates the negative relationship between participative leadership styles and motivation

The hypothesis is supported as neuroticism moderates the negative relationship between participative leadership styles and motivation, aligning with findings from Bertsch et al (2017) and Hanh Thi Hai Nguyen (2017).

Hypothesis result explanation……………………………………………… 76- 78

This research explores the moderating effect of the Big Five personality traits on the relationship between leadership style and employee motivation It highlights how ineffective leadership can negatively affect employees, particularly in Myanmar, where issues such as prejudice, disharmony, and high turnover rates are prevalent By identifying strategies to enhance employee motivation, this study aims to address these challenges and improve workplace dynamics.

The objective of the study is to know which leadership style has a direct relationship with motivation

The research primarily involved respondents with postgraduate degrees, while others held bachelor's degrees Most participants have less than five years of work experience Data was gathered from both managerial and non-managerial employees, focusing on leaders within their organizations The survey encompassed sectors such as healthcare, pharmaceuticals, education, and food, all of which demonstrate significant growth potential and a demand for workforce expansion.

This article explores the relationship between leadership styles, the Big Five personality traits, and employee motivation in Myanmar The findings indicate that employees are less motivated by transactional leadership, as these leaders tend to make all decisions independently, which can diminish employees’ motivation by focusing on errors in their work Empirical evidence supports the conclusion that transactional leadership negatively impacts employee motivation (Fiaz).

Transactional leaders employ a top-down leadership style, making decisions independently, which can negatively impact employee productivity (Su et al., 2017; Mullin, 1999; Amanchukwu et al., 2015; Masi).

(2000) Bousbia et.,al (2015) Moreover, Bousbia et.,al (2015) demonstrated a similar result

On the contrary to the author expectation, transformational leaders has negative association with employees in Myanmar Different from Bass and Burn indication about h

DISCUSSION

Result and discussion

This research explores the moderating effect of the Big Five personality traits on the relationship between leadership style and employee motivation It highlights how ineffective leadership can adversely affect employees, particularly in Myanmar, where issues such as prejudice, disharmony, and high turnover rates are prevalent By identifying strategies to enhance employee motivation, this study aims to address these challenges and promote a more positive work environment.

The objective of the study is to know which leadership style has a direct relationship with motivation

The research primarily involves respondents with postgraduate degrees and bachelor's degrees, with most employees having less than five years of experience Data was collected from both managerial and non-managerial employees, focusing on leadership roles within their organizations The survey encompassed sectors such as healthcare, pharmaceuticals, education, and food, all of which show significant growth potential and demand for manpower.

This article explores the impact of leadership styles, particularly transactional leadership, on employee motivation in Myanmar The findings indicate that employees are less motivated under transactional leaders, who tend to make all decisions independently This approach often leads to a focus on identifying errors in work, which diminishes overall employee motivation Empirical evidence supports the conclusion that transactional leadership negatively affects motivation levels among employees (Fiaz).

Transactional leaders employ a top-down leadership style, making decisions independently, which can negatively impact employee productivity (Su et al., 2017; Mullin, 1999; Amanchukwu et al., 2015; Masi).

(2000) Bousbia et.,al (2015) Moreover, Bousbia et.,al (2015) demonstrated a similar result

Contrary to the author's expectations, transformational leadership has a negative association with employee motivation in Myanmar's pharmaceutical, food, and education sectors Unlike the indications from Bass and Burns regarding transformational leadership, these leaders do not effectively motivate employees despite their positive traits, such as providing a future vision, showing interest in individual employees, and highlighting their strengths This finding aligns with studies by Hakim et al (2019) and Nurhuda (2019) Additionally, participative leadership, which involves employees in decision-making, also fails to enhance motivation, as demonstrated in the research by Aurelia (2022) and Suryani et al (2021).

Conscientiousness plays a crucial role in moderating the positive relationship between participative leadership and employee motivation, as highlighted by Hart et al (2017) Research by Pascale Benoliel and Anit Somech (2010) indicates that high levels of conscientiousness enhance the connection between participative leadership and employee performance, particularly in the education sector Conscientious individuals are goal-oriented (Jason A Colquitt and Marcia J Simmering, 1998) and are driven to contribute to organizational development (Roberts et al., 2018) Additionally, these employees are characterized by their engagement and commitment to their work (Wildermulth, 2010).

Openness to experience plays a significant role in moderating the negative relationship between transactional leadership and employee motivation Research by Easley (2019) and findings from Alford et al (2017) and Hanh Thi Hai Nguyen (2017) indicate that employees with high openness are less compatible with strict transactional leaders This is further supported by Jelena Simic et al (2022), who argue that the closed nature of transactional leaders contributes to this negative dynamic, as these leaders typically lack the open traits that foster positive relationships with open-minded employees.

Extroversion plays a moderating role in the negative relationship between transactional leadership and employee motivation, indicating that transactional leaders may not be well-suited for extroverted employees, as highlighted by Alford et al (2017) and Hanh Thi Hai Nguyen (2017) Additionally, neuroticism also moderates the negative relationship between participative leadership styles and motivation Research by Pascale Benoliel and Anit Somech (2010) suggests that neuroticism does not influence the link between leadership and performance Employees with high levels of neuroticism often perceive their work environments negatively and experience significant worry, as noted by Hemenover (2001) and Howard & Howard (2001c) They struggle with job demands and require support from coworkers, especially when faced with differences, as indicated by Liao et al (2004), and they often find it challenging to manage responsibility effectively.

According to (Langelaan et al.,2004; Wildermuth, 2008, neuroticism has a negative relationship with engagement

Leaders play a crucial role in supporting employees with high neuroticism by fostering a safe environment for their concerns (Wildermuth, 2010) Interestingly, despite the supportive nature of participative leadership, which encourages employee input, research indicates that the relationship between participative leadership and neuroticism remains insignificant (Hong Hou et al., 2022).

Practical Implication …………….……………………………………………….75-76

Nowadays, people are spending most of their time in organizations (Abedi et al,

2016) and this study has practical implications for leaders

While the study indicates that transactional, transformational, and participative leadership styles may not inherently motivate employees, leaders can still leverage these approaches for organizational benefit By understanding various leadership styles, leaders can effectively engage with their teams For instance, employing transactional leadership allows leaders to motivate employees through reward and punishment methods Adopting a transformational approach enables leaders to inspire by creating a compelling vision and setting challenging goals Meanwhile, utilizing participative leadership fosters motivation by involving employees in negotiations regarding their needs and demands.

The Big Five personality traits significantly influence leader-employee relationships, particularly highlighting that participative leadership effectively motivates employees with high conscientiousness In practical applications, leaders should embrace participative traits when engaging with conscientious individuals, valuing their input and ensuring their voices are heard This approach not only empowers conscientious employees but also enhances their motivation to excel in industries such as pharmaceuticals, food, and education.

To effectively motivate employees with high openness to experience, leaders should avoid traditional rewards and punishments, as these methods do not resonate with individuals who thrive on new experiences Instead, leaders must recognize that the conventional approach of transactional leadership and material incentives fails to inspire these employees, who value innovative methods and creative problem-solving The inherent differences between transactional leaders and employees with high openness create a negative relationship, highlighting that extrinsic motivation is counterproductive for this group Emphasizing novel solutions and fostering an environment that encourages exploration will better engage employees with high openness to experience.

Transactional leaders often struggle to connect with highly extroverted employees, who thrive on sociability To effectively motivate these individuals, leaders should assign tasks that involve interaction with others, thereby meeting their social needs and enhancing their productivity Additionally, participative leadership is particularly advantageous for employees who score high in agreeableness Leaders employing this style should actively seek and value employee input, recognize their achievements, and take an interest in their personal lives to foster a supportive work environment.

Neurotic employees represent a unique challenge in this study, as participative leaders struggle to motivate them effectively However, despite this limitation, leaders can still provide support to neurotic employees, helping them manage their daily responsibilities.

Contributions to policy

In Myanmar, certain organizations have experienced employee disengagement attributed to ineffective leadership and management practices This study's findings aim to assist high and middle-level leaders within the pharmaceutical, food processing, and education sectors by enabling them to assess their current leadership approaches, identify existing issues, and improve employee motivation.

Policy makers, including middle and high-level leaders, have the ability to adapt policies based on organizational needs These leaders can employ either participative, people-oriented leadership or transactional, task-oriented leadership styles to effectively engage with their employees.

The results can be utilized not only in Myanmar but in other countries because big five personalities is analyzed and big five personalities are generalized across cultures ( Mcadams, 1992).

Contribution to the theory

Previous studies have primarily focused on the relationship between leadership and motivation, with limited exploration of the moderating effects of the Big Five personality traits in Myanmar This research aims to fill that gap by examining the interplay between these personality traits and leadership styles, integrating three distinct leadership approaches to provide a comprehensive understanding of their dynamics.

The author makes a theoretical contribution by explaining the big five personality traits

The Big Five personality taxonomy is a valuable tool for leaders, as it provides insights into employees' strengths and weaknesses, enhances understanding of social behavior, and offers strategies for effective motivation.

Strength

The strength of this study is evaluating Western leadership in Myanmar context with the consideration of big five personalities in employees.

Limitations and future studies

While the study offers valuable insights, it also has limitations, primarily its focus on Myanmar To enhance the research, it is advisable to gather data from additional countries or conduct comparative analyses between nations.

The author focused solely on the high levels of the Big Five personality traits: Openness to Experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism Future research could also examine the low expressions of these traits, such as closed-mindedness, spontaneity, introversion, hostility, and emotional stability.

Thirdly, this study only uses three leadership styles Therefore, various leadership (authentic, ethical, servant, visionary) leadership styles are recommended to investigate

The author hypothesizes a relationship between transactional leadership and extroversion, as well as a connection between participative leadership and both conscientiousness and neuroticism Future research could explore how various leadership styles interact with different employee personality traits.

From demographical point of view, this research has been limited to 60 respondents

Future research can investigate how the Big Five personality traits influence various dependent and independent variables, such as performance, citizenship behavior, and entrepreneurship This exploration will provide valuable insights for practitioners based on their interests (Kappagoda, 2013).

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Scale Mean if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

Transformational leadership 7 is less than 0.3 so it is removed from the questions to measure Transformational leadership Cronbach Alpha is better from 0.755 for 8 number of items in this case

The result of factor analysis for Transformational Leadership

After removing the item Transformational leadership 7, Cronbach Alpha result get better from 0.755 to 0.791

Cronbach Alpha in Participative leadership

In participative leadership, the corrected item total correlation is satisfactory, exceeding 0.3; however, item 1 is marginally above this threshold and has been removed The Cronbach’s Alpha for the remaining six items is 0.856, indicating good internal consistency.

The result of Participative leadership after the Factor analysis

Cronbach's Alpha if Item Deleted h

Cronbach Alpha in Transactional leadership the factor analysis

Cronbach' s Alpha if Item Deleted

For Transactional leadership, corrected item correlation is greater than 0.3 so it is not necessary to be eliminated h

The analysis reveals that five items related to Openness to Experience—specifically items 3, 4, 5, 7, and 9—were systematically eliminated due to their corrected item-total correlations falling below the threshold of 0.3 Consequently, the Cronbach's Alpha for the remaining items stands at 0.691, indicating a moderate level of internal consistency.

Cronbach Alpha in Openness to experience after the Factor analysis

Cronbach Alpha in Openness to experience after the factor analysis

After removing 5 items, Cronbach Alpha in Openness to experience get higher from 0.691 to 0.795

Cronbach Alpha in conscientiousness before the Factor Analysis

Scale Variance if Corrected Cronbach's h

From the table, an item that is conscientiousness 1 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

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 h

In extroversion, corrected item total correlation is greater than 0.3 so no item is needed to be extracted

Cronbach Alpha in Agreeableness before factor analysis

Scale Mean Scale Corrected Item- Cronbach's h

In agreeableness, the corrected item of agreeableness 6 correlation is less than 0.3

Therefore, this item needs to be extracted

The result of Agreeableness after the Factor analysis

It can be seen from the table that agreeableness are not crucial to be eliminated because Cronbach alpha result is greater than 0.3

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

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

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

1 Which department do you work in?

4 How long have you worked in this company?

5 What level of Education have you obtained?

6 Please show your level of consent with the following sentences based on the scale from 1 to 5:

1=Strongly Disagree, 2=Disagree, 3=Neither Disagree and Agree, 4= Agree, and

1 My leader goes beyond self – interest for the group of people h

2 My leader considers the moral and ethical consequences of the decisions

3 My leader talks optimistically about the future

4 My leader re-examines critical assumptions to questions whether they are appropriate

5 My leader helps others to develop their strength

6 My leader makes clear what one can expect to receive when a performance goal is achieved

7 My leader keeps track of all mistakes

8 My leader talks enthusiastically about what needs to be accomplished

9 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

I feel happy when my leader sets challenging goals and inspires me to achieve them

1 My leader considers the moral and ethical consequences of decisions

2 My leader gives others the responsibility to make important h

In successful outcomes, workers are credited for their contributions, while leaders take responsibility for decisions and results when things go awry.

4 My leader makes others’ career development a priority

5 My leader does what he can to make other jobs easier

6 My leader is considerate of my life outside work

7 My leader holds high ethical standards

8 My leader input, counsel and guide on matters of all kinds in the workplace

9 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

1 May I know when you do a good job, I receive the recognition for it that you should receive

2 Can I know if many of our rules and procedures make doing a good job difficult?

3 Do you mind telling me if you like the people I work with?

4 May I know if communications seem good within this organization

5 May I know if those who do well on the job stand a fair chance of being promoted

6 Do you mind telling me if your supervisor is fair to you?

7 May I know if you feel a sense of pride in doing my job h

8 May I know if the goals of this organization are not clear to me

9 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 do 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?

1 Because I enjoy this work very much

2 Because I have fun doing my job

3 For the moments of pleasure that this job brings me

4 I chose this job because it allows me to reach my life goals h

7 Because I have to be the best in my job, I have to be a

8 Because my work is my life and I don’t want to fail

9 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 do this job for the pay check

2 Tends to find fault with others

5 Is original, comes up with new ideas

7 Is helpful and unselfish with others

9 Is relaxed, handles stress well

10 Is curious about many different things

24 Is emotionally stable, not easily upset

27 Can be cold and aloof

28 Perseveres until the task is finished

32 Is considerate and kind to almost everyone

34 Remains calm in tense situations

35 Prefers work that is routine

37 Is sometimes rude to others

38 Makes plans and follows through with them

Tiêu đề	The Moderating Effect Of Big Five Personalities On The Relationship Between Leadership Styles And Employees’ Motivation In Myanmar
Tác giả	Nan Kay Zar Phone Myint
Người hướng dẫn	Dr. Tran Huy Phuong, Dr. Le Minh Hanh
Trường học	Vietnam National University, Hanoi Vietnam Japan University
Chuyên ngành	Business Administration
Thể loại	master’s thesis
Năm xuất bản	2022
Thành phố	Hanoi

Định dạng
Số trang	96
Dung lượng	2,28 MB