Impact of Leadership on Employee Performance in the Food and Beverages (F&B) Industry in Malaysia
by Jasmeet Kaur A/P Ranjit Singh
The aim of this study was to determine the impact of various types of leadership style on employee performance. This study was conducted using a quantitative research strategy. Employees from the F&B services sector were surveyed in various locations throughout Malaysia. Respondents from different forms of businesses and segments of the food and beverage industry were selected in the data collection procedure.
A questionnaire was used to collect data, and a Likert scale from 1 to 5 was used to evaluate for visual, content, and construct validity, as well as construct reliability. The non-probability convenient sampling approach was used to select a sample size of 411 respondents. Using SPSS, regression analysis was used to analyse the data. The correlation analyses revealed that autocratic leadership has a negative and insignificant impact on employee performance in the food and beverage industry, but laissez-faire, democratic, transactional and transformational, ethical, and 21st century leadership styles have a positive and significant impact.
Further, the multiple regression analysis presented that transactional leadership, 21st century leadership, laissez-faire leadership and democratic leadership are key predictors of employee performance respectively. This research suggests that certain leadership styles can be used by superiors at different levels of management to stimulate and boost employee performance. Hence, this study contributes to the understanding and application of leadership styles in the Malaysian food and beverage industry.