Perceived Leadership Styles and Employees' Satisfaction on Appraisal Decision

Goh, Li Chi (2009) Perceived Leadership Styles and Employees' Satisfaction on Appraisal Decision. [Final Year Project Report] (Unpublished)

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Abstract

Today's organizations, more than ever, need effective leaders who understand the complexities of ever-changing global environment and have the intelligence, sensitivity, and ability to motivate their employees. However, the organization have to be interested in how to measure the leadership style at the workplace. This study is aimed at exploring the relationship between perceived leadership styles (authoritarian leadership style, participative leadership style, and free-rein leadership style) and employees' satisfaction on appraisal decision. The methodology used in this research is the survey method using survey research questionnaires as the instrument. Primarily, pilot test is being done by distributing 30 questionnaires randomly to the employees of Jaya Tiasa Holdings Berhad to determine the reliability and validity of the questionnaires. Then, the actual data were collected from 68 employees in Kuching Park Hotel. Respondents were asked to complete the closed-ended questionnaire. The data had to undergo pilot test again and then analyzed descriptively using mean and frequencies and inferentially using Pearson Correlation and Multiple Regression. Pearson Correlation Analysis is used to measure the relationship between perceived leadership styles and employees' satisfaction on appraisal decision. All altenative hypotheses were accepted and the findings have shown that there is significant relationship between perceived leadership styles and employees' satisfaction on appraisal decision. Besides, Multiple Regression is used to find the most significant effect in the construct of perceived leadership styles and employees' satisfaction on appraisal decision. It is to show that participative leadership style has the most significant effect on employees' satisfaction on appraisal decision.

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