Home Free Lab ReportsLEADERSHIP STYLE AND EMPLOYEE LOYALTY AT TRISYSTEMS ENGINEERING

LEADERSHIP STYLE AND EMPLOYEE LOYALTY AT TRISYSTEMS ENGINEERING

LEADERSHIP STYLE AND EMPLOYEE LOYALTY AT TRISYSTEMS ENGINEERING, BUKIT JELUTONG SHAH ALAM
Prepared for
DR. SHEREEN NORANEE
Prepared by
SYAZWIN NISA BINTI MOHAMAD SAHIBULLAH
(2016686152)
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF STUDY
Employee loyalty can be defined as employees being faithful to the achievement of the organization and accept as true that working for the organization is the top choice (Rab Nawaz Lodhi, Muhammad Sajid Tufail, Anam Iqbal, 2015).

There are a lot of factors that make the employee loyal toward the organization, such as teamwork, employee satisfaction, and opportunities of career development. Unfortunately, trust is the direct factor to make the employee loyal in the organization. Furthermore, as studied by Mai Ngoc Khuong, Vo Anh Linh, and Vo Minh Duc (2015) the leader inspiration is important in shaping the employee perspective at the organization.

Besides, supervisors are well-known to show major part in introducing belief within the organization (Hande Tosunoglu1, Ozge Tayfur Ekmekci, 2016). This is because leaders that lack of existence and participation in the organization can reduce the employee feeling of loyalty toward their leader.

Other than that, based on Marija Savic, Predrag Djorjevic, Djordje Nikolic, Ivan Mihajlovic and Zivan Zivkovic (2014), there is a relationship between the leadership and employee loyalty. This is because, leadership at the organization will give impact toward the employee loyalty.

Therefore, Tarhan Orkan and Ahmet Mutlu Akyuz (2015) said the supervisor values is the level of employee loyalty toward the supervisor. Other than that, leadership also has positives linked with the employee loyalty toward the organization as mentioned by Lu-Ming Tseng and Jui-Yun Wu (2017). Next, leadership style is one of the mains reasons shaping the value of any leader. Besides, leadership is one weapon of the organization to achieve its objectives (Salwa Yusop and Siti Mariam Azam,2014). Leadership is analytically essential because it has a massive effect on the organization as studied by Boonyada Nasomboon (2014).

Hence, Lucas Monzani, Pilar Ripoll, and José María Peiró (2014) stated that the real leader must know that the loyal followers are the main factor to make the organization success in the industry. This study also support to Jabber Zomorodian, Alireza Slambolchi, Houshang Mobarakabadi (2016) those leaders have important jobs at the organization to make sure that the organization can increase their performance and effectiveness.
1.2 PROBLEM STATEMENT
Employee loyalty is the major asset for a company to success. In addition, It is important to use good tools for maintaining the strong collaborations between co-workers and managers. Research finding by Peter K. Murdock (2017) has found that people today were three times more likely to change their jobs and 91% don’t expect to stay with their current employers.

Furthermore, according to Brigette Hyacinth (2018) mostly employees do not leave their organization, but they leave their leader. This study support to Amal Zada Khan, Nosheen Adnan (2014) researches that the leadership style of the leader has a strong influence to the organization.

Therefore, as studied by Mai Ngoc Khuong, Vo Anh Linh, and Vo Minh Duc (2015) the leader inspiration is important in shaping the employee perspective at the organization. Loyalty has to be earned by the organization treat their employees said by Brigette Hyacinth (2018).

In addition, loyalty is positively related to the team performance and it really important to make the organizational success as studied by Bart A. De Jonional g, Kurt T. Dirks, and Nicole Gillespi.

Hence, we need to understand our employees need for their continuous growth and development by having a good leader to increase the employee loyalty. In particular, the aim of this study is to determine the relationship between multi-factor leadership style and employee loyalty.

1.3 RESEARCH OBJECTIVE
The objectives of this study are:
RO1 : To determine the level of employee loyalty at Trisystems Engineering , Bukit
Jelutong Shah Alam.

RO2 : To investigate the relationship between multi-factor leadership styles and employee
loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.
1.4 RESEARCH QUESTION
The research questions used in this study are:
RQ1: What is the level of employee loyalty at Trisystems Engineering, Bukit Jelutong Shah
Alam?
RQ2: What is the relationship between transformational leadership styles and employee loyalty
at Trisystems Engineering, Bukit Jelutong Shah Alam?
RQ3 : What is the relationship between transactional leadership style and employee loyalty?
RQ4 : What is the relationship between multi-factor leadership style and employee loyalty?
1.5 SIGNIFICANT OF THE STUDY
This study allows employees to evaluate on how their leader treated them in the organization. Their leader also can understand more how their employees accept them and the organization.

The finding of this study may benefit to the organization to treat their employee well. Hence, the organizations can apply the best leadership style to their employee to increase their employee loyalty.
1.6 LIMITATION OF STUDY
The participation in this study was only the low-level and middle-level employees at Trisystems Engineering, Bukit Jelutong Shah Alam.

1.7 DEFINITION OF TERMS
Employee Loyalty
The value of having a strong emotion or care to the organization. (Lee Caraher, 2017)
Transformational Leadership Style
Leader that motivate and celebrate employee success. (Ken Wiltshire, Aastha Malhotra, Micheal Axelsen, 2018)
Transactional Leadership Style
Transactional leader is a leader that archive or expect outcomes. (Ken Wiltshire, Aastha Malhotra, Micheal Axelsen , 2018 )
CHAPTER 2
LITERATURE REVIEW2.1 INTRODUCTIONThis chapter consists of the elements of leadership style impact on employee loyalty. It is about the relationship between transformational leadership style and employee loyalty, the relationship between transactional leadership style and employee loyalty, theoretical framework, and research hypothesis.
2.2 EMPLOYEE LOYALTY
According to Peter Shankman (2014) the definition of employee loyalty is the strong employee connection with their work at the workplace. Besides, employees who are loyal to the organization are tended to do their work at the organization better and fewer mistakes than people who are not loyal to their organization.
Loyalty is important in the business, and we should empower our employee thought helping them. This is because mostly employee wants their management cares and takes an interest in their lives as a whole. For example, supervisors take their employee for lunch every Friday. It shows that the employers consent about their employee at the organization.

So, the employee and their supervisor can share their stories and listened about their management and organization problem. Hence, the employee at the organization feels more motivated and enjoys their job. We should empower our employee by not focus on their job but helping them to better in life.

Furthermore, Bruce Rosenstein (2014) stated that the definition of employee loyalty was employee that has a longer passion with their job at the workplace. He also has stated that the employee loyalty is important, and employee loyalty is hard to find in the organization.

Then, the falling to connect the employee works to their passion are likely among the top five reason companies lose their top talent employee. This is because the employee who has low loyalty to their company usually lean to have less passion in their organization. For example, employers should add more their employee training such as teaching, coaching and spirit building. Hence, the employee has passion in the organization and being loyal to the organization.

Loyalty is standing beside someone does the best of time and more importantly during the worst time (Robert Popovic, 2014). Besides, he also stated that loyalty can be mentioned as someone who was hard working and can be trusted in the organization.
Organization should judge fairly and reward the employee effort to increase the employee loyalty at the organization. For example, the organization should always treat their employee equal, whether in front of the management, client, their partner and meeting.

2.3 TRANSFORMATIONAL LEADERSHIP STYLES
Transformational leadership styles are the leadership that consist the process of pleasing the commitment of employees to drastic change in the environment of shared value and shared vision (Peter Hawkins, 2017).

The real team should share leadership role, create general dialogue, discussion, active in problem solving, discuss and does real work together. Moreover, coaching relationship tends to be in the field of resolving conflict between individuals and helping the team to relate better interpersonally. For example, practice the effective team-effective meeting, and internal communication.

Transformational leadership motivates member and celebrate their success contributed to the organization performance (Ken Wiltshire, Aastha Malhotra, Micheal Axelsen ,2018). Besides, transformational leadership is essential of the modern day to made profit and social enterprise. This is because transformational leadership styles require this leader to stay not just on the top but ahead of the games.
Transformational leader will move the organization beyond the expectation. The organization should give clear and persuasive communication toward the employee. Next, the leader at the organization also should honestly share their decision. Leader at the organization also should practice the team builder and team player. Moreover, the leader at the organization also should promote responsibility to their employee.

Based on Ph. E. D Roueche, ?George A. Baker III, ?Robert R. Rose  (2014) transformational leadership is a group of employee that working and moving together. Transformational leadership styles are the most successful leadership styles. This is because, follower of the transformational leadership must understand and appreciate the need of change. Besides, the transformational leadership believes in team work and sharing the decision making.

The transformational leadership styles trust their follower and share the organizational vision. Next, the transformational leader raises concern about the higher consideration and role modelling.

2.4 TRANSACTIONAL LEADERSHIP STYLES
Transactional leader is a leader that relates to his team and task (Raymundo Ramirez, 2018). Transactional leader are often based on tangible benefits and losses, rewards and punishments, results and performances. Transactional leadership also known as carrot-and-stick leadership or autocratic leadership. This is because transactional leadership used punishment and reward to motivate.

A famous transactional leader, that is TIMES CEO of 2009, Steve Jobs, and the top of the technology and innovation giant leader at Apple Computer. Steve Job was known as his down to earth and task oriented nature of his leadership. He was also will give employees a lecture if they fail to meet his expectation.
Furthermore, Marcos Alonso Rodríguez (2014) also has stated that transactional leader involved exchange relationship between leader and follower in which both parties meet their own self-interests. Moreover, transactional leadership provides punishment and reward in the organization. This is because transactional leadership styles focus on safety and security.
Next, transactional leadership is the leader that always makes sure that subordinates get the job done and follow the rules of the organization (Steve M. Jex Thomas W. Britt ,2014). Transactional leader does not inspire subordinates to get the job being meaningful change in the organization. Transactional leader use behavior principal of reward and punishment to make the behavior that expected by the leader. Besides, the transactional leader also has known as contingent rewards.
2.5 MULTI-FACTOR LEADERSHIP STYLES AND EMPLOYEE LOYALTY
2.5.1 TRANSFORMATIONAL LEADERSHIP STYLE AND EMPLOYEE LOYALTY
According to Rose Su-Jung Lin and Jui-Kuo Hsiao (2014) transformational leadership style are strongly correlated with the manager loyalty. Trust develops the positive interactions that consequently guide the future beliefs and exchange returns. Therefore, it creates opportunities for the employee to give impact in their work, which could lead to higher levels of the loyalty.
Transformational leadership can play a vital role in of human resource variables such as internal marketing, which is initiated upon the value of compensating better devotion to employees (Morteza akbari ,Nader Seyyed Amiri , Saheb imani ,Niloofar rezaeei ,Pantea foroudi , 2017). Moreover, the transformational leadership styles has relationship with employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to the organization.

Transformational leadership has relationship with employee loyalty (Nidal Fawwaz Al Qudah, Yang Yang and Muhammad Adeel Anjum ,2018). Besides, the positive effects that transformational training programs have on quality orientation of employees are through employee loyalty. The existing body of knowledge and implies that transformational training programs enhance employee’s loyalty which, in turn, escalates employees’ orientations towards quality.

2.4.2 TRANSACTIONAL LEADERSHIP STYLE AND EMPLOYEE LOYALTY
Mostly employees were more likely to being loyal to their job at the organization if the organization using transactional leadership (Mai Ngoc Khuong, Nguyen Nhu Tung, and Pham Thi Hoang Trang, 2014). This is because transactional leadership styles were positively connected with employee loyalty.
According to Muhd Zulfadli Bin Ishammudin (2014), transactional leadership have significant positive relationship towards employee loyalty. Therefore, Marcus A. Drescher, M. Audrey Korsgaard, Isabell M. Welpe, Arnold Picot, and Rolf T. Wigand (2014) said that positive leadership change was significantly related to positive change in group trusting behaviors.

A study by M. Birasnav, Rakesh Mittal, and Selene Loughlin (2014) shown the transactional leadership behaviors also contribute to improve the employee loyalty in the organization. Hence, the impact of transactional leadership behaviors is expected to be weaker in comparison to the impact of transformational leadership behaviors.
2.5 CONCEPTUAL FRAMEWORK
-46418581915Independent Variable
Multi-Factor Leadership Styles
Transformational
Transactional
( Brower , 2011 )
Dependent Variable
Employee Loyalty
( Pham , 2013 )
00Independent Variable
Multi-Factor Leadership Styles
Transformational
Transactional
( Brower , 2011 )
Dependent Variable
Employee Loyalty
( Pham , 2013 )

Figure 2.1: Conceptual Framework for the leadership style and employee loyalty
Figure 2.1 shows that the multi-factor leadership styles namely transformational and transactional have relationships with employee loyalty.

2.6 Hypothesis
H1: There is a relationship between transformational leadership and employee loyalty at
Trisystems Engineering, Bukit Jelutong Shah Alam.

H2: There is a the relationship between transactional leadership and employee loyalty at
Trisystems Engineering, Bukit Jelutong Shah Alam.

H3: There is a relationship between multi-factor leadership style and employee loyalty at
Trisystems Engineering, Bukit Jelutong Shah Alam.
CHAPTER 3
3.1 INTRODUCTION
This chapter describes the methods used in this research. This chapter presents the research design, sampling frame, population, sampling technique, and sample size, unit of analysis, instrument, reliability analysis, factor analysis and data analysis used in this research.

3.2 RESEARCH DESIGN
Research design that used in this study is quantitative research. This study is correlational research which is to examine the relationship of transformational leadership style and transactional leadership style toward employee loyalty. This study used one-shot time horizon to gather data.
3.3 SAMPLING FRAME
The information of the employee total number is obtained from Trisystems Engineering human resource management websites.

3.4 POPULATION
The population for this research studies consist of the employee at Trisystems Engineering. The number of the population is 152 employees at Trisystems Engineering. Trisystem Engineering is located at No 6, Jalan Tiang U8/91, Taman Perindustrian Bukit Jelutong, 40150, Shah Alam, Selangor Darul Ehsan. The entire respondent is aged above 23 years old until 60 years old. The ethnic of the respondent is Malay, Chinese, and Indian.

3.5 SAMPLING TECHNIQUE
The sample size will be the entire employee that works at Trisystems Engineering Sdn Bhd. The sampling technique that researcher planning to use was probability sampling whereby it will be used disproportionate stratified sampling technique. The study is to measure the transactional and transformational leadership styles toward employee loyalty. Hence, the researcher chooses the middle-level and low level employee to fill the questionnaires.

3.6 SAMPLE SIZE
Sample for this research are the employee of Trisystems Engineering that total 144 of middle level and low level employee.
3.7 UNIT OF ANALYSIS
Unit of analysis for this study are the low level and middle level employee to examine the transformational leadership style and transactional leadership style with employee loyalty.

3.8 DATA COLLECTION PROCEDURES
For this study, a set of questionnaires is used for collect the data. This is because questionnaires method are more organized and easily to used. Besides, using the questionnaires, are less time used compared to other method. Other than that, the data collected also more accurately. Other than that, this questionnaire only takes approximately 15 minutes of respondents’ times. This questionnaire has been distributed within two week.

3.9 INSTRUMENTS
. The questionnaire will consist of five sections. Section A of the questionnaire content is all the demographic information about the respondent. Meanwhile, Section B and Section C are the content of employee opinion about the multi-factor leadership styles in the organization. Then, section D contain about the employee loyalty. Thus, the questionnaires about the relationship between transformational leadership styles and transactional leadership styles with employee loyalty. The scales used are from one to five. It consists of 5 for strongly agree,4 for agree, 3 neutrals, 2 disagree and 1 for strongly disagree.
3.10 VALIDITY AND RELIABILITY
The questionnaires were validated by the lecturer that expert in the Faculty of Business and Management. Other than that, the research also has met a few employees to know their understanding about the questionnaires. Besides, the researcher used the Cronbach’s Alpha to know the reliability of the data.
3.11 DATA ANALYSIS
In this research, the data will be analyses by using computer software IBM SPSS Statistics 21. This is because it is easy to calculate using the quantitative study. The figure 3.1 shows the data analysis of this study. Figure 3.11: Data Analysis
Research Objectives Concept/Construct Measurement Scale
Statistic
RO1: To determine the level of employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam. To know the level of employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam. RQ1: What is the level of employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam? Interval Pearson Correlation
RO2 : To investigate the relationship between multi-factor leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.

To know the relationship between multi-factor leadership style and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam. RQ2: What is the relationship between transformational leadership and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam?
RQ3: What is the relationship between transactional leadership and employee loyalty?
RQ4: What is the relationship between multi-factor leadership and employee loyalty?
Interval Pearson Correlation
CHAPTER 4
FINDING OF STUDY
4.1 INTRODUCTION
This chapter presented the findings and analysis of the multi-factor leadership style and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam. There is response rate, demographic analysis, normality analysis, reliability analysis, and Pearson correlation analysis.
4.2 SURVEY RETURN RATE
Set of questionnaires were distributed to the low level and middle-level employee at Trisystems Engineering, Bukit Jelutong Shah Alam, and the collected questionnaires are being analyzed. A total number of 144 questionnaires were distributed to the low level and middle-level employee at Trisystems Engineering, Bukit Jelutong Shah Alam. The survey returned and answered was 72%. Out of the 144 questionnaires that collected, 103 (72%) questionnaires were valid to analyzed.

4.3 DEMOGRAPHIC PROFILE OF RESPONDENTS
This section focuses on the respondent’s demographic information such as gender, age, marital status, years of work, and level of education.

Table 4.1
-9525034163000Respondents’ Gender
-7620036258500 Gender Frequency (n) Percentage ( % )
Male 39 37.9
-12382543751500 Female 64 62.1
Total 103 100
As shown in table 4.1, majority of the respondent are female with 62.1 % compared to male respondents with 37.9%.
Table 4.2
-9525034163000Respondents’ Age
-7620036258500 Age Frequency ( n ) Percentage ( % )
23 – 30 23 22.3
31 – 40 52 50.5
41 – 50 26 25.2
51 – 60 2-12382543751500 . 9
Total 103 100
As shown in table 4.2, the highest percentage of the respondents’ age is 50.5 %, where they are aged between years old 31 – 40. Followed by respondents aged between 41 – 50, with 25.2%.

Table 4.3
-9525034163000Respondents’ Marital Status
-7620036258500 Marital Status Frequency (n ) Percentage ( % )
Single 24 23.3
-12382543751500 Married 78 75.7
Total 103 10
Table 4.3 shows the respondents marital status, where majority of the respondents was married with 75.7 % compared 23.3 % single.

Table 4.4
Years Respondent Worked in the O-9525034163000rganization
-7620036258500 Year Worked in Organization Frequency (n ) Percentage ( % )
Below 3 years 6 5.8
3 years 12 11.7
4 years 24 40.8
034226500 5 years and above 61 59.

Total 103 100
Table 4.4 shows the majority of the respondents have been working more than 5 years at Trisystems Engineering Bukit Jelutong Shah Alam with 59 %.
Table 4.5
-9525034163000Respondents’ Highest Education
-7620036258500 Highest Education Frequency (n ) Percentage ( % )
Diploma 13 12.6
Degree 84 81.6
Master 5 4.9
4762534036000 PhD 1 1.0
Total 103 100
Table 4.4 shows the respondents highest education at Trisystems Engineering, Bukit Jelutong Shah Alam are degree level with 81.6 %.

RELIABILITY
The reliability analysis was tested using Cronbach’s alpha. The Cronbach’s alpha reliability coefficient of the dependent variable (employee loyalty), an independent variable (transformational leadership styles and transactional leadership styles).
After analyzing the reliability data, it shows that the Cronbach’s Alpha value for employee loyalty evaluation is at 0.678. Table 4.6 shows that Cronbach’s Alpha value if item deleted.

Table 4.6 -9525034163000
-7620036258500 Items Cronbach’s Alpha if Item Deleted
EL 46 0.716
EL 47 0.586
EL 48 0.577
EL 49 0.635
EL 50 0.591
-1333508191500
If item EL 46 was removed from the scale, the Cronbach’s Alpha if Item Deleted column shows that the reliability of the dependent variable is increased. When EL items 45 is deleted and reliability is calculated, the Cronbach Alpha is rise at 0.716. Therefore, the deletion of EL46 is reliable.

Table 4.7, shows the Cronbach’s Alpha for the independent variable (transformational leadership styles and transactional leadership styles) and the dependent variable (employee loyalty).

Table 4.7
-9525034163000Results of Reliability Test
-7620036258500 Scale No. of item Cronbach’s Alpha
Transformational 20 0.652
Transactional 25 0.319
Employee Loyalty 5 0 .716
-1333508191500
Table 4.7 shows all the variable leadership styles and employee loyalty are in between 0.319 to 0.716. According to Senthilvel (2014) and support by Lance, Butts, ; Michele (2006), when the score of Cronbach’s Alpha is 0.60 and above, the measures for the study can be accepted.

Hence, the measures for the transformational leadership styles is reliable for this study. Unfortunately, based on the reliability analyses, the measures for transactional leadership styles used in this study were not highly reliable.
NORMALITY
Table 4.8
Table 4.8 display the data normality based on total transformational leadership styles, transactional leadership styles, and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.

-9525034163000Results of Normality test
-7620036258500 Variable Skewness Kurtosis
Transformational – 0.056 0.568
Transactional 0.763 0.796
Employee Loyalty -1.340 3.054
-1333508191500
The Skewness is between – 1.340 to 0.763 and the value of Kurtosis is between 0.568 to 3.054. It is within the range between -3 to 3. Hence, the data for this study are normal and can be used for the analysis.
ANALYSIS OF FINDINGS
Research Question:
-123825-2057400RQ1: What is the level of employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam?
Table 4.8
-9525034163000The result of Descriptive Analysis
-7620036258500 Variable Mean Std. Deviation
Transformational 77.136 5.025
Transactional 70.301 5.541
Employee Loyalty 20.544 2.004
-1333508191500
From the table 4.8 above, the highest mean among the variable is transformational leadership styles with the score of 77.136 (SD = 5.025) and followed by transactional leadership styles with 70.301 (SD = 5.541) mean score. Lastly, the lowest mean score collected from the data is employee loyalty 20.544 (SD = 2.004).

-104775-952500RQ2: What is the relationship between transformational leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam?
Table 4.9
-9525034163000Correlation Analysis of Transformational Leadership Style and Employee Loyalty
Variable Transformational Employee
026733500 Loyalty
Transformational Pearson Correlation 1 0. 214
Sig. ( 1- tail ) 0.015
N 103 103
Employee Loyalty Pearson Correlation 0.214 1
Sig. ( 1 – tail ) 0.015
-5715039751000 N 103 103
**. Correlation is significant at 0.05 level ( 1 – tail )
As shown in table 4.9, the result indicates that there is no relationship between transformational leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam (r = 0.214 p > 0.05). Therefore, the hypothesis predicted that there is a relationship between leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam is rejected.
-142875-18796000RQ3: What is the relationship between transactional leadership style and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam?
Table 4.10
-9525034163000Correlation Analysis of Transactional Leadership Style and Employee Loyalty
Variable Transactional Employee
026733500 Loyalty
Transactional Pearson Correlation 1 1.115
Sig. ( 1- tail ) 0.124
N 103 103
Employee Loyalty Pearson Correlation 1.115 1
Sig. ( 1 – tail ) 0.124
-5715039751000 N 103 103
As shown in table 4.9, the result indicates that there is no relationship between transactional leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam ( r = 0.84 p > 0.05). Therefore, the hypothesis H2 predicted that there is a relationship between transactional leadership styles and employee loyalty at Trisytems Engineering, Bukit Jelutong Shah Alam is rejected.
-123825508000RQ4: What is the relationship between multi-factor leadership style and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam?

Table 4.11
-9525037083900Correlation Analysis of Multi-Factor Leadership Style and Employee Loyalty
Variable Transformational Transactional Employee
028257400 Loyalty
Transformational Pearson Correlation 1 0 .099 0.214
Sig. (1- tail) 0.159 0.015
N 103 103 103
Transactional Pearson Correlation 0.099 1 0.115
Sig. (1 – tail) 0.159
N 103 103
Employee Loyalty Pearson Correlation 0.214 1
Sig. (1 – tail) 0.015 0.124
-11430042417900 N 103 103
As shown in table 4.11, the result indicates that there is no relationship between multi-factor leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.

Hypothesis H3 predicted that there is a relationship between multi-factor leadership style and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam. From the result obtained, it shows there is no relationship between multi-factor leadership style and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.
Therefore, the hypothesis there is a relationship between multifactor leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam is rejected.

CHAPTER 5
DISCUSSIONS, CONCLUSIONS, AND RECOMMENDATIONS
INTRODUCTION
This chapter discussed and concludes the research findings of this study. This chapter also discussed the recommendation of this study.

5.2 Demographic background
This chapter summarizes the gender, age, marital status, years of working, and the highest education. To sum up, it was found that the majority low-level employee and middle-level employee at Trisystems Engineering, Bukit Jelutong Shah Alam are female. It also showed that the ages of the majority of the respondents were range 31 – 40 years old, and most of the respondents are married. Next, the range of the years that the respondents have been working with Trisystems Engineering, Bukit Jelutong Shah Alam was more than 5 years. Most of the employee highest education at Trisystems Engineering, Bukit Jelutong Shah Alam is degree level.

5.3 Descriptive Analysis
-152400-21272500Research Objective 1: To determine the level of employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.

Research objective 1 is the most important dimension of this study, to determine the level of employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam. The hypothesis of this studies was found that Trisystems Engineering, Bukit Jelutong Shah Alam has the lowest mean among the multi-factor leadership styles.
-161925-113030Research Objective 2: To investigate the relationship between multi-factor leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.

Studies were made to investigate the relationship between multi-factor leadership styles and employee loyalty among low level and middle-level employee at Trisystems Engineering, Bukit Jelutong Shah Alam. The multi-factor leadership styles variable is divided into 2, transformational leadership styles and transactional leadership styles. There is a negative relationship between transformational leadership styles and employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam. The hypothesis is rejected. Next, there is no relationship between transactional leadership styles and employee loyalty. The hypothesis between transactional leadership styles and employee loyalty is also rejected.
5.3 RECOMMENDATIONS
Based on the finding from this study, several recommendations can be made to improve the employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam. Since the findings have no relationship with employee loyalty, the recommendation would be to improve the employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.

Leader at Trisystems Engineering, Bukit Jelutong Shah Alam should learn and apply the transformational leadership styles to improve their organization employee loyalty. This is because, leader plays an important role in motivating performance and effectiveness in an organization (Jabber Zomorodian, Alireza Slambolchi, Houshang Mobarakabadi, 2016). Besides that, leadership style has direct correlation toward employee loyalty.

According to Muhammad Yasir, Rabia Imran, Muhammad Kashif Irshad, Noor Azmi Mohamad, and Muhammad Muddassar Khan (2016) transformational leadership is much more effective in emerging the change capacity of an organization. This is because transformational leaders are more inspiring, active, and supportive than other leaders in raising the employee loyalty at the organization.

Other than that, transformational leadership motivates their employee to do more than expected and archive high outcome for the organization (Rose Su-Jung Lin and Jui-Kuo Hsiao, 2014). Therefore, transformational leadership style can increase employee loyalty at Trisystems Engineering, Bukit Jelutong Shah Alam.

5.4 SCOPE OF FUTURE RESEARCH
The purpose of this section is to suggest the recommendation that could be used in the future research in investigates the multifactor leadership styles and employee loyalty.
The researcher should put more than two leadership style. This is because to investigate various leadership style in the organization. Hence, the researcher can investigate any type of leadership style that relates to the employee loyalty at the organization such as strategic leadership, team leadership, and facilitative leadership.

Besides, the researcher should put mediator in this study between the leadership style and employee loyalty. This is because to get the better result and the accurate result of this study. The researcher should put job satisfaction as the mediator.

Other than that, the researcher should use the different scale in this study to get the better result to investigate the leadership style and employee loyalty. The researcher should use multiple choice question or graphic rating scale to know better their employee feeling about their supervisors.