Influence of Leadership Styles on Employee Empowerment in Multinational Corporations in Asian Subsidiaries: A research into the influence on Employee empowerment in Multinationals in Asia when Transformational, Inclusive and Coaching Leadership styles are prevalent.

Rajamohan, Nisha (2020) Influence of Leadership Styles on Employee Empowerment in Multinational Corporations in Asian Subsidiaries: A research into the influence on Employee empowerment in Multinationals in Asia when Transformational, Inclusive and Coaching Leadership styles are prevalent. Masters thesis, Dublin, National College of Ireland.

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Abstract

In the era of dynamic transformation of the workplace, leadership has emerged as a significant constant which determines success of organisations and aides’ employees to reach their potential. The imperative is how leaders engage their employees, lending employee empowerment to be a critical component of organisation’s values and framework. Employee empowerment has been articulated as a business strategy, and invaluable asset to the competitive advantage (Schaufeli & Bakker, 2004). Research indicates leadership styles enable innovation and creativity, belonging, collaboration and enhanced workplace happiness in employees (Harter, Schmidt & Hayes, 2002).

This study researches leadership styles with philosophies aligned to Transformational, Inclusive and Coaching and its relationship in influencing employee empowerment in multinational organisations (MNCs) in Asian subsidiaries. The study hypothesises although various leadership styles are prevalent the recent decade, styles akin to Transformational, Inclusive and Coaching have been instrumental in empowering employees in Asian subsidiaries.

Literature review was conducted from reputable literature, peer reviewed journals, and published papers. The objective is to investigate predictive hypothesis and construct relationships with theoretical and conceptual frameworks of the three leadership styles to outcomes of employee empowerment.

The researcher followed a mixed approach, primary data was gathered through qualitative analysis of semi-structured interviews with leaders in Asian subsidiaries, research instrument used for quantitative analysis is a multifactor leadership questionnaire (Avolio and Bass) participated by employees of Asian subsidiaries. The findings from qualitative and quantitative methods is presented through descriptive analysis of Braun and Clark model of thematic methods, following a positive paradigm to explore outcomes of employee empowerment.

This research resulted in suggesting transformational, coaching and inclusive leadership styles influence and enhance employee empowerment in Asian subsidiaries. Limitations and recommendations present insights that could be explored for future research, with quantitative methodology of larger samples and in-person interviews to evaluate behavioural themes.

KEY WORDS Leadership Styles, Development, Transformational, Inclusive, Coaching, Employee empowerment, Innovation, Belonging, Collaboration, Employee Happiness, Influence, Vision Guiding, Trust, Organisation, Explore, Investigate, Multinationals, Asian subsidiaries.

Item Type:	Thesis (Masters)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management > Employee Engagement H Social Sciences > HM Sociology > Leadership H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Leadership
Divisions:	School of Business > Master of Arts in Human Resource Management
Depositing User:	Dan English
Date Deposited:	03 Feb 2021 16:36
Last Modified:	03 Feb 2021 16:36
URI:	https://norma.ncirl.ie/id/eprint/4634

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