Beruflich Dokumente
Kultur Dokumente
Research Article
Testing Bass & Avolio Model of
Leadership in Understanding ERP
Implementation among Bruneian SMEs
Afzaal H. Seyal and Mohd Noah Abd. Rahman
Received date: 28 April 2013; Accepted date: 3 July 2013; Published date: 28 January 2014
Copyright 2014. Afzaal H. Seyal and Mohd Noah Abd. Rahman. Distributed under Creative Commons
CC-BY 3.0
Abstract
The leadership style of Chief Executives Officers (CEO) in adoption and implementation of e-
business technologies especially within the context of small and medium enterprises (SMEs)
have received increasing acceptance in the recent years. This study investigates sixty CEOs
leadership style towards adoption of Enterprise Resource Planning (ERP) systems among
Bruneian SMEs. The study used the Multi-leadership Questionnaire (MLQ) from Bass and Avolio
(1995) to measure the leadership style. The results confirm that CEOs transformational
leadership (TRFL) style is significant towards adoption of ERP system. The results were
discussed and some recommendations were made for the further research.
Cite this Article as: Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Testing Bass & Avolio Model of
Leadership in Understanding ERP Implementation among Bruneian SMEs", Journal of Organizational
Management Studies, Vol. 2014 (2014), Article ID 869927, DOI: 10.5171/2014. 869927
Journal of Organizational Management Studies 2
_____________________________________________________________________________
breed of leadership has emerged (Cope and This paper is divided into four sections: The
Waddell, 2001). next section presents the review of the
literature focusing on foundation of
In classic studies, leadership behaviour is a leadership, and studies linking leadership
factor that has been found to be significant style with IT adoption in general and ERP in
determinant of organizational productivity particular. This is followed by research
and change (Almaraz, 2009), organization design. The remainder of the paper presents
success (Harlow, 1998), organizational the analysis, a discussion of the results and
climate (Lubbert, 1995), organizational finally the paper concludes with the
culture (Ogbonna and Harris, 2000). In this limitations and practical implications of this
concern we agree with the connotation made research.
by Ke and Wei, (2008) that organizational
culture can be consciously designed and Review of Literature
manipulated by leadership.
Foundations of Leadership Theories
The IS literature suggests that a leaders
vision, attitude and behavior are critical for Leadership is viewed as the particular act in
employees perception of IT innovation and which a leader engages during the course of
thus its adoption outcomes (Purvis, et al., directing and coordinating the work of his
2001). In the context of ERP implementation, group members (Fiedler, 1967). An early
leadership is consistently found to be the work was started at the Ohio State University
most important factor leading to the success by Stodgill (1981) to obtain descriptions of
of ERP implementation (Ke and Wei, 2008). leader behaviors that could be classified into
In this paper, the definition of SMEs is more general categories or classes of
adapted after Yap et al., (1992) where size of behavior. The Ohio State University
greater than fifty employees to less than 250 leadership studies resulted in the leader
employees is treated as medium behavior description questionnaire
organization. The size of less than fifty measuring two dimensions of leader
employees is treated as small organizations. behavior. The first one is labelled as
Similarly, in this study ERP covers the 'initiating structure and second one as
following definition. ERP Systems have been consideration structure. Stodgill (1981)
defined as comprehensive, packaged reported that both consideration and
software solution that integrate the complete initiating structures were found to be related
range of a business processes and functions more to job satisfaction than to high
in order to present a holistic view of the productivity.
business from a single information and IT
architecture (Gable, 1998). Leadership Style
ERP as a type -3 IS innovation and has Shifting from various classical leadership
strategic relevance for the firm because of its styles, traits and behaviors, researchers
integration with main or core business began concentrating on finding other styles
processes they could lead to firms of leadership. They are classified as the
performance and success at a later stage. It transactional (TRXL) and transformational
has been found that the implementation of an (TRFL) approaches. Bass (1985) on the basis
effective ERP system can bring both strategic of Burns (1978) ideas of transactional and
(Nah et al., 2007) and operational (Nicolaou, transformational political leaders was among
2004) benefits to the organizations in todays the first who made an attempt to deliberate
competitive business environments. on the characteristics of TRFL. Bass and
However, many organizations fail to reap the Avolio (1995) developed an instrument, a
potential benefits from the investment in MLQ-multi-factor questionnaire, to capture
ERP project (Booth and Philip, 2005). responses on both the TRXL and TRFL styles.
_______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
3 Journal of Organizational Management Studies
_____________________________________________________________________________
______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
Journal of Organizational Management Studies 4
_____________________________________________________________________________
and this also discourages other members in found that paired leadership frames (human
the organizations from exploring further IT and symbolic) were significant predictors of
opportunities. The studies by Thong and Yap EC adoption which further equate to the
(1995) and Thong (1999) provide a TRFL style. Iyengar (2007) examined
theoretical background for the later works on leadership style in the light of the TRFL
the CEO's role in identifying new theory and its impact on organizational level
technological opportunities. Therefore, variables such as CIO role effectiveness and
management support is crucial for IT IT ambidexterity and individual level
adoption (Thong and Yap, 1995, Chau, 2001 variables such as Leader-Member Exchange
and Scupola, 2003). Iacovou et al., (1995) (LME) and the subordinate job satisfaction.
further pointed out that role of CEO and top
management is a significant variable in Results indicated that TRFL was the
investing in IT and e-Commerce within the strongest predictor of LME relationship that
context of SMEs. Sarros and Santora, (2001) in turn leads to job satisfaction. Khan et al.,
studied the leadership styles among (2009) conducted a study among 296 top
Australian businesses by using Bass and executives from the telecommunication
Avolio (1995) multi-factor questionnaire and sector in Pakistan and found that all facets of
found that most of the Australian Executives TRFL are significant to organizational
exercise a mixed blend of both transactional innovation except idealized influences. In
and transformational style of leadership. another study by Imran et al., (2011) in
Pakistan, and concluded that TRFL style was
However, in the past, some studies focused positively related with the innovative work
on the leadership attributes of CEOs towards behavior. Chen et al., (2012) investigated the
the EC adoption. Lewin and Stephens (1994) relationship between TRFL with
proposed an integrated model in which CEO technological innovations among 102
background, attitudes and demographics Taiwanese small business units. The results
(along with external and internal factors) indicate that transformational leadership
influences organizational innovativeness. behaviours promote technological innovation
Feeny and Willcock, (1998) stressed on the at strategic business units.
importance of leadership as a core IS
capability. They studied the Chief Leadership in the Context of ERP
Information Officers (CIO) leadership style Implementation
and found it to exploit IT resources. Onan
and Gambil (2001) conducted a survey and Although the literature is full of studies on
concluded that leadership was the number leadership style especially linking TRFL with
one desired trait in the CIO for large the e-business, as mentioned above and on
companies. job satisfaction (Mihalcea, 2012), however,
limited studies are available on CEOs
Scupola (2003) explored the leadership leadership style on ERP adoption or
styles in e-Commerce adoption among implementation. Bucker (2009) in his
Australian SMEs and found that consultative document checklist for successful ERP
leadership was significant in e-Commerce systems, wrote, Leadership is one of the
adoption. Similarly, Almaraz (2009) in his most critical factors in the successful
study of effective change leadership styles implementation of ERP. In our surveys over
among SMEs found that visionary leadership the last nineteen years of working with and
style was strongly linked with the interviewing high performance companies,
organizational change success. Seyal et al., each of these companies had a senior
(2012) in their pioneering Brunei-based manager or CEO - a champion of new
work studied 250 CEOs leadership style business system implementation (Bucker,
towards adoption of EC within Bruneian Inc. www.bucker.com).
SMEs. They used Bolman & Deals leadership
frames to measure the leadership style and Willcock and Sykes (2000) found that
CEO/CIO should be visionary leaders in order
_______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
5 Journal of Organizational Management Studies
_____________________________________________________________________________
______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
Journal of Organizational Management Studies 6
_____________________________________________________________________________
IB IM IS IC CR MBE
Idealized Behavior (IB) 0.80
Inspirational Motivation (IM) .764 0.60
Intellectual Stimulant (IS) .589 .535 0.5
3
Individualized Consideration .735 .716 .779 0.5
(IC) 6
Contingent Reward (CR) .777 .704 .613 .692 0.54
Management by Exception .756 .667 .473 .624 .646 0.58
(MBE) Active
All correlations are significant at the 0.01 level (2-tailed) except with * not significant at p>.01.
Diagonal represents average variance extracted in bold
_______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
7 Journal of Organizational Management Studies
_____________________________________________________________________________
Campbell and Fiske (1959) propose two diagonal. After filtering and to further
types of validity: convergent and analyse for convergent and discriminating
discriminating validity. Convergent validity is validity of these six constructs, the principal
measured by an average variance extracted component method with varimax rotation
for each construct during the reliability was used to assess the variance explained. In
analysis that should be 0.5 (50%) or better general results show that both validities are
(Igbaria and Iivari 1995). Tables 1 and 2 satisfied. The result for discriminant validity
show the reliability values for the various is provided in Table 2.
constructs with variance extracted in
______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
Journal of Organizational Management Studies 8
_____________________________________________________________________________
_______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
9 Journal of Organizational Management Studies
_____________________________________________________________________________
Bruneian SMEs. Individualized consideration the ERP project. The CEOs role, on the
deals with the fundamental leadership contrary, is symbolic for the overall
behaviour of treating individuals as important functioning of the SMEs. Our findings partially
contributors to the workplace. Leaders who support Iyengar (2007) who found that all the
use this style of leadership show attributes of TRFL are significant for
consideration for their workers needs and are organizational innovation except
prepared to encourage and coach them to individualized consideration and idealized
achieve organizational objectives. influences. Results support Khan et al., (2009),
and Imran et al., (2011) findings that all TRFL
In summary, the key indicators include attributes are significant for organizational
encouragement, caring for and coaching of innovation.
individuals. Therefore, leaders using the
individual consideration style can reap the In general, although we did not measure
benefits from ERP implementation as ERP organizational culture, we partially agree with
success in fact, helps management to Ke and Wei (2008) who asserted that
capitalize on the organizational benefits organizational culture is conducive to ERP
especially enhancing productivity. It is further implementation which is trigged by ERP top
noted that CEOs support and clear vision have managements direct effect on leadership.
a critical impact on the ERP implementation They asserted that TRFL behaviour is more
process (Huang, 2010). The findings support effective in the technology adoption phase
Huang (2010) and Yukl (1998) who suggested while TRXL is more effective in
that employees would be more satisfied with implementation phase and mixed leadership
leaders who are both considerate and style is more effective for assimilation and
supportive than with leaders who are either extension phase. This might be true for a
indifferent or hostile towards subordinates. larger economy like China where the research
is basically conducted. Secondly, the focus of
The second important TRFL style that the main business is large organizations and
emerged from this study is inspirational not the SMEs. Thirdly, their study provided a
motivation leadership behavior. The leader, framework and no empirical evidence could
who use this leadership behavior set high further validate the framework. In the
standards, communicate their ideas and vision presence of these three assertions it is difficult
to their workers in a clear way and encourage to get support within our environments. Our
workers to develop beyond the routine work otherwise concluded that TRFL style is
practice in such a manner that both the more suitable for ERP implementation among
workers and the organization grow and Bruneian SMEs.
develop together. In summary, key indicators
for inspirational motivation are organizational The plausible reason for this finding might be
vision, providing challenges for workers, found within the roots of Bruneian national
encouragement and giving workers autonomy. culture. The functioning of Bruneian SMEs is
They use emotions to motivate the staff. This normally controlled by their CEOs and
ability could inspire team members and because of relatively smaller size and other
indirectly affects members satisfaction with inherited technical, economical and
the leader. operational impediments, the relationship
between the CEOs and other operational and
Our findings are contrary to Chu (2003) who administrative staffs is direct. Secondly,
found that charismatic and intellectual although not measured directly, the national
stimulation behaviour of leaders who engage culture, we agree with Hofstede (1980), that
with ERP implementation influence team the Bruneian culture is dominated by power
members satisfaction with their leaders. This distance and collectivism rather than
might be due to the fact that his study individualism. So, CEO transformational
included ERP project leaders instead of CEOs abilities have more potential with ERP
as the sampling frame. The role of the project
leader, however, is limited for the life cycle of
______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
Journal of Organizational Management Studies 10
_____________________________________________________________________________
_______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
11 Journal of Organizational Management Studies
_____________________________________________________________________________
3. Bass, B.M. (1990), From Transactional to 14. Chau, P.Y.K. (2001). Influence of
Transformational Leadership: Learning to Computer, Attitude and Self-Efficacy on IT
Share the Vision, Organizational Dynamics, Usage Behavior, Journal of End-User
18(3), 19-31. Computing, 13, 26-33.
4. Bass, B. M. and Avolio, B. J. (1990). The 15. Chen, Y. C., Lin, C. Y. Y., Lin, S., and
Implication of Transactional and McDonough, E. (2012). Does
Transformational Leadership for Individual, Transformational Leadership Facilitate SBU
Teams, and Organizational Development, Innovation? The Moderating Roles of SBU
Research in Organizational Behavior, Vol. 4, Culture and Incentive Compensation, Asia
231-272. Pacific Journal of Management, 29(2), 239-
264.
5. Bass, B.M., and Avolio, B.J. (1995).
Multifactor Leadership Questionnaire, Mind 16. Chu, A. H-W. (2003). The Impact of
Garden, .Palo Alto CA. Leadership, Member Satisfaction, and
Teamwork Quality on Team Performance: An
6. Bass, B.M. Avolio, B.J. & Atwater, L. (1996). Example on ERP Project Team, Unpublished
The Transformational and Transactional Master Thesis, Department of Information
Leadership of Men and Women, International Management, National Central University,
Review of Applied Psychology, 45, 5-34. Taiwan.
______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
Journal of Organizational Management Studies 12
_____________________________________________________________________________
24. Feeny, D. F. and Willcocks, L. P. (1998). 35. Huang, C-M., Hsu. P-Y., and Chiau, W-L.
Core IS Capabilities for Exploiting (2011). Perceptions of the Impact of Chief
Information Technology, Sloan Management Executives Leadership Style on Organizational
Review, 39(3), 9-21. Performance through Successful Enterprise
Resource Planning, Social Behavior &
25. Fichman, R. G. (2004). Going Beyond the Personality: An International Journal, 39(7),
Dominant Paradigm for Information 865-878.
Technology Innovation Research: Emerging
Concepts and Methods, Journal of AIS, 5(8), 1- 36. Iacovou, C., Benbasat, I. and Dexter, A.
30. (1995), Electronic Data Interchange and
Small Organizations: Adoption and Impact of
26. Fiedler, F. (1967). A Theory of Leadership Technology, MIS Quarterly, Dec, 465-485.
Effectiveness, McGraw-Hill, New York.
37. Igbaria, M. &Iivari, J. (1995), Why do
27. Grandon, E. and Pearson, J. (2003). Individuals Use Computer Technology: A
Strategic Value and Adoption of Electronic Finnish Case Study? Information &
Commerce: An Empirical Study of Chilean Management, 5, 227-238.
Small and Medium Sized Business, Journal of
Global Information Technology Management, 38. Imran, R., Zaheer, A. and Noreen, U. (2011).
6(3), 22-43. Transformational Leadership as a Predictor of
Innovative Work Behavior: Moderated by
28. Gable, G. G. (1998), Large Packaged Gender, World Applied Sciences Journal, 14(5),
Software: A Neglected Technology? Journal of 750-759.
Global Information Management, 6(3), 3-4.
39. Iyengar, K. (2007). The Effect of Leadership
29. Goldpages (2011) Brunei online yellow Style on CIO Effectiveness, Unpublished PhD
pages directory of businesses, [Online: Dissertation, University of Texas at Arlington,
[http://www.goldpages.com.bn] Texas, USA.
30. Hair, J. F., Anderson, R. E., Tatham, R. L., 40. Iqbal, J., Inayat, S., Ijaz, M. and Zahid, A.
and Black, W. C. (1998). Multivariate Data (2012). Leadership Styles: Identifying
Analysis with Readings. Prentice-Hall. Upper Approaches and Dimensions of Leaders,
Saddle River, New Jersey. Interdisciplinary Journal of Contemporary
Research in Business, 4(3), 641-659.
31. Harris, R. (1999). Attitudes towards End-
User Computing: A Structural Equation 41. Ke, W. and Wei, K. K. (2008).
Model, Behavior and Information Technology, Organizational Culture and Leadership in ERP
18(2), 109-125. Implementation, Decision Support Systems,
45(2), 208-218.
32. Harlow, E. B. (1998). The Performance
Paradox, Academy of Management Executive, 42. Khan, R., Rehman, A. and Fatima, A. (2009).
12(3), 1-11. Transformational Leadership and
Organizational Innovation: Moderated by
33. Hofstede, G. (1980). Cultural Organizational Size, African Journal of
Consequences: International Differences in Business Management, 3(11), 678-684.
Work Related Values, Sage Publications,
Beverly-Hill, California. 43. Kuhnert, K.W. and Lewis, P. (1987).
Transactional and Transformational
34. Huang, C. M. (2010). Exploring the Impact Leadership: A Constructive/Development
of Top Managers on ERP Implementation.
Unpublished Thesis, National Central Analysis, Academy of Management Review,
University, Taiwan. 12(4), 648-657.
_______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
13 Journal of Organizational Management Studies
_____________________________________________________________________________
44. Leithwood, K., Jantzi, D. and Steinbach, R. Organizational Development Journal, 22(8),
(1999). Changing Leadership for Changing 383-393.
Times. Open University Press. London.
55. Scupola, A. (2003). The Adoption of
45. Lewin, A. Y. and Stephens, C.U. (1994). CEO Internet Commerce by SMEs in the South of
Attitudes as Determinants of Organization Italy: An Environmental, Technological and
Design: An Integrated Model, Organization Organizational Perspective,Journal of Global
Studies, 15(2), 183-212. Information Technology Management, 6(1),
52-62.
46. Lubbert, V. M. (1995). Structure and
Faculty Perception of Climate in School of 56. Seyal, A. H. (2009). Re-examining
Nursing, Western Journal of Nursing Research, Electronic Commerce Adoption among
17(3), 317-327. Bruneian SMEs Proceedings of 6th
International Conference on Information
47. Mihalcea, A. (2013). The Impact of Technology in Asia (CITA) 2009, Hilton Hotel,
Leaders Personality on Employees Job Kuching, Sarawak Malaysia. July 6th-9th.
Satisfaction, Procedia-Social and Behavioral
Sciences, 78, 90-94. 57. Seyal, A. H., Mohammad, H. A. Y. and
Rahman, M. N. (2012). Exploring CEOs
48. Nah, F. F. H., Islam, Z. and Tan, M. (2007). Leadership Frames and E-Commerce
Empirical Assessment of Factors Influencing Adoption among Bruneian SMEs, The South
Success of Enterprise Resource Planning East Asian Journal of Management, 6(10), 33-
Implementation, Journal of Database 52.
Management, 18(40), 26-50.
58. Stodgill, R. M. (1981). Traits of Leadership:
49. Nicolaou, A. I. (2004). Firm Performance A follow-up to 1970 in B. Bass (Ed) Handbook
Effects in Relation to the Implementation and of Leadership Free Press, New York.
Use of ERP Systems, Journal of Information
Systems, 18(2), 79-105. 59. Stodgill, R. M. (1974). Handbook of
Leadership: A Survey of Theory and Research,
50. Ogbonna, E. and Harris, L. (2000). Free Press, New York.
Leadership Style, Organizational Culture and
Performance: Empirical Evidence from UK 60. Thite, M. (1999). Identifying Key
Companies, International Journal of Human Characteristics of Technical Project
Resource Management, 11(4), 766-788. Leadership, Leadership and Organizational
Development Journal, 20(5), 253.
51. Onan, M. and Gambil, S. (2001). Small
Companies CIOs, Journal of Computer 61. Thong, J. Y. L. (1999), An Integrated Model
Information System, 42(2), 90-95. of IS Adoption in Small Businesses, Journal of
Management Information Systems, 15(4), 187-
52. Purvis, R. L., Sambamurthy, V. and Zmud, R. 214.
W. (2001). The Assimilation of Knowledge
Platforms in Organizations: An Empirical 62. Thong, J. Y. L. and Yap, C. S. (1995). CEO
Investigation, Organization Science, 12(2), Characteristics, Organizational Characteristics
117-135. and Information Technology Adoption in
Small Businesses, OMEGA, International
53. Rogger, E. M. (1995). Diffusion of Journal of Management Sciences, 23(4), 429-
Innovation 4th Ed. The Free Press, New York. 442.
54. Sarros, J. D. and Santora, J. C. (2001). The 63. Venkatesh, V. and Davis, F. D. (2000). A
Transformational, Transactional Leadership Theoretical Extension of the Technology
Model in Practice, Leadership and
______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
Journal of Organizational Management Studies 14
_____________________________________________________________________________
Acceptance Model: Four Longitudinal Field Future Prospect, Proceedings IEIP TC8-
Studies, Management Science, 46(2), 186-204. WG8.2, International Conference on
Information Systems and Qualitative
64. Waldman, D. A., Ramirez, G. G., House, R. J. Research, London: Chapman Hall.
and Puranam, P. (2001). Does Leadership
Matter? CEO Leadership Attributes and 68. Willcock, L. P. and Sykes, R. (2000).
Profitability under Conditions of Perceived Enterprise Resource Planning: The Role of the
CIO and it Function in ERP, Communications
65. Environmental Uncertainty, Academy of of the ACM, 43(4), 32-38.
Management Journal, 44(1), 134-143.
69. Yap, C. S., Soh, P. P. and Raman, K. S. (1992).
66. Walsham, G. and Han, C. (1991). Information Systems Success Factors in Small
Structuration Theory and Information Business, OMEGA-International Journal of
Systems Research, Journal of Applied Systems Management Sciences, 20(5/6), 597-609.
Analysis, 17, 77-79.
70. Yukl, G. (1998). Leadership in
67. Walsham, G. (1997). Actor-Network Organization, Prentice-Hall. Upper Saddle,
Theory and IS Research: Current Status and New Jersey.
_______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
15 Journal of Organizational Management Studies
_____________________________________________________________________________
Questionnaire
Part A: Demographics
1. Gender:
Male Female
2. Age group:
Below 25 36 40
26 30 41 45
31 35 46 - 50
Above 51
3. Educational Level
A-Level/ND HND
Professional qualification First degree
Masters and above
4. Job title
5. Total no of employees
Wholesale/retail Banks/insurance
Hotel/Food & Catering Travel/shipping/movers
Printing/publishing Construction
General marketing Services-based (such as IT, legal,
health)
______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
Journal of Organizational Management Studies 16
_____________________________________________________________________________
11. What is your current level of satisfaction with the ERP technology adoption?
0 1 2 3 4
Not at all Once in a while sometimes fairly often frequently if not always
Directions: This questionnaire is adapted after Bass and Avolio and designed to help you describe
your leadership style as you perceive it. Please answer all items on the questionnaire by circling the
appropriate response on the rating scale from 0 to 4 the format is given below. The word others
in question may mean your peers, clients, direct reports staff, and/or all of these individuals. If an
item is irrelevant, or if you are unsure or do not know the answer leave the answer blank.
_______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927
17 Journal of Organizational Management Studies
_____________________________________________________________________________
11. I discuss in specific terms who is responsible for achieving performance targets
12. I wait for things to go wrong before taken action
13. I talk enthusiastically about what needs to be accomplished
14. I specify the importance of having a strong sense of purpose
15. I spend time teaching and coaching
16. I make clear what one can expect to receive when performance
goals are achieved
17. I show that I am a firm believer in If it isnt broke, dont fix it
18. I go beyond self-interest for the good of the group
19. I treat others as individuals rather than just as a member of a group
20. I demonstrate that problems must become chronic before I take action
21. I act in ways that build others respect for me
22. I concentrate my full intention on dealing with mistakes, complaints,
and failures
23. I consider the moral and ethical consequences of decisions
24. I keep tracks of all mistakes
25. I display a sense of power and confidence
26. I articulate a compelling version of the future
27. I direct my attention toward failures to meet standards
28. I avoid making decisions
29. I consider an individual as having different needs, abilities,
and aspirations from others
30. I get others to look at problems from many different angles
31. I help others to develop their strengths
32. I suggest new ways of looking at how to complete assignments
33. I delay responding to urgent questions
34. I emphasize the importance of having a collective sense of mission
35. I express satisfaction when others meet expectations
36. I express confidence that goals will be achieved
37. I am effective in meeting others job-related needs
38. I use methods of leadership that are satisfying
39. I get others to do more than they expected to do
40. I am effective in representing others to higher authority
41. I work with others in a satisfactory way
42. I heighten others desire to succeed
43. I am effective in meeting organizational requirements
44. I increase others willingness to try harder
45. I lead a group that is effective
______________
Afzaal H. Seyal and Mohd Noah Abd. Rahman (2014), Journal of Organizational Management Studies,
DOI: 10.5171/2014. 869927