(Following subheadings are not simply the sub headings with numerical identifications, they are the statistical proofs. When all the statistical data is analyzed the figures play the crucial roles for knowing about the in-depth discussion. That is why the word “Figure” has been used with the number indicators for referring the subheadings (as being seen here)
Continued from Part--1
In the duration bracket of 11 to 15 years, were the majority of the numbers, and a good number of managers among they had 16 years or above experience. A small number of overseas students had their less than 10 years of working experience, indicating that in recent times, government had employed very few numbers of overseas students. It means that most of the respondents were in the advanced age, and a good number among them are about to retire.
This study’s 1st objective is to find out the relationship between the job performance of overseas student and the leadership style of the managers, which is concerned with the execution or accomplishment of a given task in the London’s public secondary organization. With a view to measuring the extent of the exhibition of the leadership traits, pertaining to participatory management, consideration style and initiation style, the managers were provided with a number of items. The managers were asked to divulge about the extent of their engagement in the leadership behavior through a four-point Likert scale. The scaling are: - (in the disagree side) Strongly Disagree, Disagree, and (in the agree side) Agree, and Strongly Agree. By using the same type of scale for the overseas student employees, it was asked from them about their observation of viewing their managers who are to exhibit their leadership style.
Initiation style is one of the leadership style, (Judge, Piccolo & Ilies, 2004), which is task oriented and refers to the degree that is based on the leaders’ definition and organization of her/his role for the followers. A series of items are given to the managers for measuring the extent to which they engage themselves in the above mentioned initiation style. An average score that bases on their each item’s responses was computed, so that it can establish the degree of engagement in initiation style. The overseas students were also to evaluate the degree of their managers’ engagement in the initiation style. The overseas student employees and the managers’ ratings have been shown in the Figure 4.
According to Figure 4.6, 56.6% of the managers strongly agreed about their initiation style behaviors; which were rated by the 41.7% of their overseas student employees to have always been engaged in the behavior of initiation styles; however 22.4% of these overseas students agreed that the managers occasionally remain engaged in the styles. While among the managers, 16.8% disagreed to have any engagement with initiation style, which was confirmed by the 23.6% of the overseas students.
Finally, among the managers, 4.2% strongly disagreed to have remained engaged in initiation style behavior, which was agreed by the 4.9% of the overseas student employees. Through this, it was clear that the managers and the overseas students did differ on the issue of the engagement in initiation style. The irony is the overseas students rated their managers lower, than their managers rated themselves. Nonetheless, it is clear that most of the heads among the overseas student employees occasionally remain engaged in initiation style.
Continued to Part--2