Examining the Effects of Leadership, Market Orientation and Leader Member Exchange (LMX) on Organisational Performance

  • May Chiun Lo Associate Professor Dr Faculty of Economics and Business, Universiti Malaysia Sarawak (UNIMAS), Sarawak, Malaysia.
  • Mohamad Abang Azlan Mr Faculty of Economics and Business, Universiti Malaysia Sarawak (UNIMAS), Sarawak, Malaysia.
  • T Ramayah Professor School of Management, Universiti Sains Malaysia, Pulau Pinang, Malaysia.
  • Yin Chai Wang Professor Faculty of Computer Science & Information Technology, Universiti Malaysia Sarawak (UNIMAS), Sarawak, Malaysia.
Keywords: Leadership, Market Orientation, LMX, Organizational Performance, Malaysia, Multinational Companies.

Abstract

Building upon customer value theory, it is important to understand customers’ needs and to create customer value in order to stay competitive in business. In spite of an increasing trend in researching customer value, no known researches in the past have examined the constructs as to how market orientation and leadership can affect organizational performance.  Market orientation and leadership were conceptualized as 3- and 2- dimensional constructs, respectively. 184 Malaysian companies participated in this study as it attempted to add to the limited research and tried to bridge the gap between leadership style, market orientation and organizational performance. The analysis has shown that different market orientation components had various impacts on organizational performance. Implications of the findings, potential limitations of the study, and directions for future research are discussed further.

DOI: http://dx.doi.org/10.5755/j01.ee.26.4.7656

Author Biography

May Chiun Lo, Associate Professor Dr Faculty of Economics and Business, Universiti Malaysia Sarawak (UNIMAS), Sarawak, Malaysia.

Deputy Director,

Research & Innovation Management Centre (RIMC)

Published
2015-10-26
Section
COMMERCE OF ENGINEERING DECISIONS