the development of transformational leadership amongst the iban community leaders in the three...
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THE DEVELOPMENT OF TRANSFORkIATlONAL LEADERSHIP AMONGST THE lBAN COMMIJNITY LEADERS IN THE THREE AREAS IN KANOWTT DISTRICT, SARAWAK.
BY
Warren Aris / Aris Ak. Alap
A thesis submitted in partial fulfillinei~t of the requirements for. the degree of Master of Science
Faculty of Cognitive Science and Human Development UNIVERSITI MALAYSIA SARAWAK
Jun 1998
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Unit Kemasukan Siswazah Universiti Mataysia Sarawak
kdalah disahkan bahawa kami telah membaca tesis ini yang bertajuk "The Development Of Transformational Leadership Amongst The Iban Community Leaders In Three Resettlement Areas In Kanowit District, Sibu Sarawak" oleh Aris ak. Alap, dan berpendapat bahawa tesis ini adalah memuaskan dari segi skop, kualiti dan persembahan sebagai syarat keperluan ijazah Sarjana Sains (Pembangunan Sumber Manusia).
C+ - \J if-\\\ Dr Spencer Empading \ (Penyelia)
, y*TF,fz [dJ&&v5< Prof ladya Dr Jayum Jawan (kem'eriksa Luar)
Prof Madya Dr Dimbdb Ngidang (Perneriksa DaIam),
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ABSTRACT
The primary purpose of this study was to explore the emergence of Transformational
Leadership amongst the Iban con~munity leaders in the tllrec. Resettlement Areas in
Kanowit District. The respondents were comprised of 5'7 Community Leaders from
the study areas. The demographic characteristics chosen for tlie purpose of this study
were: gender, age, number of years attended school, level of education, income,
position, experience as leaders, previous leadership position, how they become
leaders, institutionalised visit, official visit, and number of family members working
as government servants as independent variables. In addition, their expected and
actual roles were also taken into account as independent variable. The four
characteristics of Transformational Leadership: lnclividualised Consideration,
Inspiration Motivation, Intellectual Stimulation and Idealised Influenced were chosen
as dependent variables. The data was statistically analysed using SPSS version 6.01.
The findings of this study indicate that there were low to moderate levels
Transformational Leadership Characteristics amongst the community leaders in the
three resettlement areas. Pearson's Correlation Coefficient 'r ' revealed that there was
no significant correlation between all the independent variables and the dependent
variables, except for the level of education and Intellectual Stimulation.
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Tujuan utama kajian ini ialah zcntuk melihat sanza nd(l ciri-ciri Kepimpinan
Tranformasi terdupat atuu tiduk di kulang~rn pemimpin kaum Iban di tiga buah
Kawasan Penempatan Semula di dalam Duerah Karzo~~i~. Kajiun ini tertumpu kepuda
57 orang ketua rnasyarukat di kawusan berkenuan. Ciri-ciri demograji yang dipilih
untuk tzljuan kajian ini ialah: jantina, umtir, bilan,yan tahun bersekolah, tahap
pendidikan, pendapatan, kedudukan, perzgelurnan si.bl/,qcri pemimpin, kedudukan
sebagai pemimpin masa lampau, caru bagairnunu merzjiidj penzinzpin, penjelajahan,
lawatun rasrni and bilangan ahli keluarw yung bekerj1.l dengan agency kerrgaan
adulah diamhilkiru sebagai angkuuhuh tak ber.sandar. T~m~blihan pula, peranan and
.fungsi ketua musyarakat digunakan sehagai angkauhah tuk bersandur. Empat ciri-ciri
Pemimpin Transformasi: Bertimbungrasa terhadap individu, Merangsung Inspirasi,
Stimulasi Intelektual, dun Pengaruh Peribadi dipilih sebrpr ungkaubah bersandar.
Data yang telah dikumpul dianali.sa secara statistik ckengmr rnenggunakan perisian
SPSS versi 6.01.
Dupntun kajian ini menunjukkan bahawa ter~lupcxl irrhup ciri-ciri kepimpinan
trun~formsi yung rendah ke sederhana di kalangan kt'tu~i musyarakat kaum Iban di
tigu buah kawasan penemputan semula. Korelasi Pearson 'r ' menunjukkan bahawa
tidak adu kaitun yang ,signzj?kan di antara semua angkaz~brrlz tak ber.sandar dengan
angkaubah bersandur kecuali bagi tahap pendidikan dun Stimulasi Intelektual.
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BIOGRAPHICAL SKETCH
Warren Aris 1 Aris Ak. Alap was born on 23rd November, 1953 in Kanowit, Sarawak.
He started his early education at Ng. Dap Primary School, Kanowit (1961 - 1966). He
continued his studies at Kapit Government Secondary School in 1967 - 1969 and then
at Kanowit Government Secondary School in 1970 - 1971. He obtained his B. Ed. in
1987, from Agricultural University of Malaysia. He is very active in social activities.
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DECLARATION
No portion of the work referred to in this thesis has been submitted in support of an
application for another degree of qualification of this or 'my other university or
institution of higher learning.
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DEDICATION
Especially for my beloved wife, Christina Chandu Seribu ; my sons Lislie Aris, Keegan Aris, Michael Aris and Irwin Aris; and my daughter Hilda Aris for their endless moral support rendered to me during the course of my study.
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ACKNOWLEDGEMENTS
In the completion of this theses, I received constant help and guidance from various individuals and Institutions to whom I would like to express my sincere thanks. Most significant of them all is the benefit of guidance of my esteemed supervisor Dr. Spencer Empading Sanggin, Faculty of Social Science. University of Malaysia Sarawak (UNIMAS), despite his heavy pre-occupations, provided my guidance whenever I approached him for the same and thus made this study possible to see the light of the day for which I am highly indebted to him.
I would like to express my sincere appreciation to all the lecturers involved in the IAB-UNIMAS Twinning Program for their guidance and support during the course of my study. My special gratitude to Dr. Ibrahim Ahrnad Bajunid, Professor Dr. Razali Arof, Dr. Abang Ahrnad Ridzuan , Dr. Maheswary and Tuim Haji Noor Bakar for their continuous advice and encouragement.
I put on record the assistance, affection and permission I have received from The State Secretary Sarawak, The Director of State Planning Unit, Sarawak and The Director of Sarawak Meseum to allow me to conduct researclr in the identified areas, and not forgetting those individuals especially District Officer Kanowit, Mr. Michael Dawi , Sarawak Administrative Officer, Mr. Katis , all my research assistants: Mr. Morris Abin, Mr. Henry and Mr. Kana, and all the respondents who have given me their support, assistance and information which made this project possible.
A special thanks to the members of Cohort 2 IAB/UNIMAS 1997 for their cooperation, assistance, guidance, support and understanding which made this theses possible.
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TABLE OF CONTENTS
Title Page
Abstract
Biographical Sketch
Declaration
Dedication
Acknowledgements
Table of Contents
List of Tables
List of Abbreviations Used
Appendices
CHAPTER 1: INTRODUCTION
1.0 Introduction
1.1 Background of The Three Resettlement Areas
1.2 Statement of Problem
1.3 Purpose of Study
1.4 Objectives of The Study
1.5 Significance of The Study
1.6 Limitations of The Study
1.7 Definition of Terms
. .
11
. . .
111
iv
v
vi
xi . . .
Xl l l
xiv
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CHAPTER 2: LITERATURE REVIEW
2.0 Introduction
1.8 Conceptual Perspectives Of Leadership
2.1 .1 Leadership
2.1.1.1 The Transactional Leader
2.1.1.2 The Transformational Leader
2.1.1.2.1 Characteristics Of Tra~lsformational Leadership
2.1.1.2.1.1 Creativity
2.1.1.2.1.2 Interaction
2.1.1.2.1.3 Vision
2.1.1.2.1.4 Empowerment
2.1.1.2.1.5 Passion
2.1.1.2.1.6 Ethic
2.2 Brief Historical Background of Iban Leadership
2.3 Studies Related To Leaders Roles And Functions
2.4 Related Studies
2.5 Conceptual Framework Of The Study
2.6 Research Hypotheses
2.7 Summary
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4.1.1.8 Ever been a leader before 54
4.1.1.9 Process of Becoming A Leader 54
4.1.1.10 lllstitutionalized Visits 54
4.1.1.1 1 Official Visits 0rg:inised By Government
Agencies 55
4.1.1.12 Family Members Working As Government
Servants 55
4.1.2 Behavioural Characteristics Of Transformational
Leadership 56
4.1.2.1 Individualised Considera tion 5 7
4.1.2.2 Intellectual Stimulation 53
4.1.2.3 Inspiration Motivation 60
4.1.2.4 Idealised Influenced 62
4.2 Expected And Actual Roles Of Commu~lity Leaders 64
4.3 Courses And Training 66
4.4 Relationship Between Demographic Ck~aracteristics,
Expected And Actual Roles Played By Leaders, And Courses
And Training Frequency Attended By Leaders With
Characteristics Of Transfoimational Leadership 67
4.5 Discussion 74
4.5.1 Emergence of transformational leadership. 74
4.5.2 Relationships Between Denlographic Characteristics
And Characteristics of Transfolmational Leadership 79
4.5.3 Relationship Between Courses/Tr;rining and
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Characteristics of Transformational Leadership 8 2
4.5.4 Relationship Between Demographic Characteristics and
Expected and Actual Roles Played by Leaders. 82
4.6 Summary 83
CHAPTER 5: CONCLUSIONS AND RECOMMENDATlONS
5.0 Overview
5.1 Summary of The Major Findings
5.2 Conclusion
5.3 Recommendations
5.3.1 Suggestion for Future Research
5.3.2 Suggestion for Policy Maker
References
Appendices
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LIST OF TABLES
Demographic Matrix 5 0
Indices on Behavioural characteristics of Transformational
Leadership 56
Mean Score For Behavioural Characteristics of Transformational
Leadership (Individualised Consideration ) 57
Total Maximum Score On Individualised Consideration 58
Mean Score For Behavioural Characteristics of
Transformational Leadership (Intellectual Stimulation) 59
Total Maximum Score On Intellectual Stimulation 59
Mean Score For Behavioural Characteristics of Transformational
Leadership (Inspiration Motivation) 6 1
Total Maximum Score On Inspiration Motivation 6 1
Mean Score For Behavioural Characteristics of Transformational
Leadership (Idealised Influenced) 62
Total Maximum Score On Idealised Influenced 63
Overall Total Maximum Score For Behavioural Characteristics of
Transformational Leadership 64
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4.2a Mean Score of Expected And Actual Roles of Community Leaders 65
4.2b Total Maximum Score Of Expected rind Actual Roles of
Community Leaders 65
4.3a Mean Score On Courses And Training Attended By community
Leaders 66
4.3b Total Maximum Score On Course Amnd Tl,aining Attended By 67
Leaders
4.4 Davis Index (1 97 1) 67
4.4.1 Inter-correlation Index 6 8
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LIST OF ABBREVIATIONS USED
IC
IS
IM
I1
MLQ OCB
Std. Dev.
F
YSC
EDN
INC
WKF
OFVT
ER
CT
- Individualised Consideration
- Intellectual Stimulation
- Inspiration Motivation
Idealised Influenced
- Multifactor Leadership Questionnaire
- Organisation Citizenship Behabiour
- Standard Deviation
- Frequency
- Years of schooling
- Education
- Income
- Family members working as government servants
- Official visits
- Expected and actual roles
- Courses and Training
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APPENDICES
Application to conduct research in Sarawak.
Interview schedule
xiv
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HNTRODUCTI[ON
CHAPTER 1
Introduction
This is a research study on the development of the transformational leadership
amongst the Iban community leaders in three identified resettlement areas in the
Kanowit District ,Sibu Division, Sarawak. The primary purpose of the study was to
explore the emergence of transformational leadership characteristics amongst the Iban
community leaders in three resettlement areas in Kanowit District, Sibu, Sarawak.
The three resettlement areas are : Operation Bebatak Nanga Operation Tada, Bebatak
Nanga Ngungun and Operation Bebatak Nanga Jagau.
1.1 Background of the three Resettlement Areas
In 1972, the communist terrorist threat in Sarawak was a grave concern. The
communist terrorists carried out their subversive activities rampantly along the Rejang
basin , particularly in the then Third Division of Sarawak. ?'he militant Communist
Terrorists committed acts of atrocities and intimidation on innocent civilians
suspected of working for security forces. The worsening security situation compelled
the Government to declare the then Third Division a "Special Security Area". This led
to the formation of Rajang Area Security Command (RASCOM) on March 26, 1972.'
I Souvenir Magazine RASCOM, 1980.
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This was to ensure that the Government machinery was fully geared and mobilised
towards the objective of maintaining public security and safety. As a result of the
wanton murder of the late Penghulu Imban of Rh. Balang, Ulu Oya, on 26.1.71 by the
communist terrorist, more and more people of the longhouses in the area felt
~nsecure .~ Similar fears were experienced by the people of Sg. Kabah and people of
Sg. Ngemah. After many meeting the then community leaders of Sg. Kabah and Sg.
Ngemah jointly requested for protection from the government. In late 1972,
RASCOM initiated Resettlement Exercises in three areas at Ng. Tada, Ng. Ngungun
and Ng. Jagau. The Resettlement process was called "Operation Bebatak": The code-
name "Bebatak" in Iban literally means "to pull togather". This regrouping was done
on a voluntary basis and came into being following the threat and intimidation by
communist terrorists. The people in Sg. Kabah abandoned their longhouses to seek
refuge near the Area Security Unit post at Ng. 'Tada. Similarly, the people in Sg.
Ngemah flocked to Ng. Ngungun and Ng. Jagau. The govel-nment had to come to
their immediate aid in the provision of materials for teinporary longhouses and
welfare assistance.
A long term plan for the resettlement of people in these three areas was finalised and
approved. In each of the three locations a Civic Action Group or CAG Team was set
up comprising of the following staff and under the direct charge of a Co-ordinator:-
1. CAG Leader (Civic Action Group Leader)
2. Agricultural Assistant
3. Junior Agricultural Assistant
Souvenir Magazine RASCOM Ke-8, 1980.
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4. Co-operative Assistant
5. Medical AuxiBlary
6. Visiting Health Personnel
7. Home Demonstrator
8. Extension Assistant
The roles of the Civic Action Group Team (CAG Team ) are as follows:
Renting land for settlers to farm.
Supplying settlers with fertilisers and combating any outbreak of diseases in their
padi farms.
Supervising and advising settlers in the re-cultivation and planting of pepper and
vegetables.
Maintaining fishponds.
Maintaining the general sanitation and health.
Providing medical attention.
Keeping settlers informed of the policy, development and working of the
Government machinery.
Distributing welfare relief assistance to supplement the need of the settlers.
Assisting settlers in the management of the Co-operative Society.
Regrouping and resettlement involved the physical transplantation of the rural
population from scattered areas onto a large community thus necessitating the
provision of infrastructures, amenities and facilities apart from the rnain issue of
security. As the general security situation improved greater efforts were devoted to
helping the settlers in the Schemes to be economically viable.
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It is at this point, that the settlers in these three Resettlement Areas shouPd have
undergone process of change In their lifestyles witln the provision of modern
amenities and facilities alike. As they had emerged into the circle of a modern society,
again a new pattern of leadership style should have emerged too amongst the Iban
Community Leaders in these three resettlement areas. Thus the focus of this study was
to find out whether there is evolutionary or revolutionary change in leadership style in
these areas - a change from traditional leadership style to trarlsformational leadership
style.
1.2 Statement Of Problem
The current transition in the life of the community became the take-off ground for this '
study. In a progressive organisation or social institution, effective leadership is a vital
determinant of success. The rural community dwellers need to have leaders who can
effectively transform the community style aligned wirh social changes. There is no
denying the fact that effective leadership in the Iban community is of paramount
importance in the present social fabric of lban community currently undergoing
transformation, particularly in these three resettlement areas. But to the knowledge of
the researcher, the Ibans in these areas have no regularly constituted leadership above
the level of the longhouse community. Thus the Iban conlmunity leaders have very
limited power and authority. Most of the Iban community leaders were conservative
in thoughts and confined to their traditional methods of looking after the welfare of
their subordinates pertaining to the comnlunity nornns, belief and values. With the
passage of time, things gradually changed.
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This study is important as far as human resource development is concerned. The rapid
growth of socio-economic forces has initiated a large scale of development in the
country have changed the social structure and begin to alter thc old values and attitude
as well. The explosion of information and technology derr~ands certain degree of
attention and awareness. And as we are entering the era of the 21'' century, each and
everyone of us will face multiple challenges. With the introduction of modern
development projects, land-reforms and together with the explosion of information
and technology, traditional leaders are near to dysfunction. At this juncture, under the present circumstances, community leaders need to have a paradigm shift - Paradigm
shift of leadership styles from traditional leadersflip style to %lSt century
transformational leadership style. Leadership styles should be changing - and new
patterns of leadership should emerge, particularly alnongst the Iban community in the
three resettlement areas . In another words, Iban cominunity leaders need to be
transformed into visionary leaders and be able to adapt to progressive changes.
Have leaders in the three resettlement areas changed their leadership styles ? Are
there any influential factors in the emergence of trar~sformarional leadership among
the community leaders in the three resettlement areas '1 These are some of the
questions which this present study hope to address.
1.3 Purpose Of Study
The primary purpose of this study was to find out the emergence of Transformational
Leadership characteristics amongst the Iban community leadess of the 3 Resettlement
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areas, namely Operation Bebatak Ng. Tada. Operation Hehatak Ng. Ngungun and
Operation Bebatak Ng Sagau.
1.4 Objectives Of The Study
The specific objectives of this study were as follows: 1. To explore the emergence of transformational leadership amongst the Iban
community leaders in the three Resettlement Areas;
2. To identify the expected and actual roles of the Iban community leaders in the
three Resettlement Areas in bringing out social changes, and
3. To determine the personal and socio-economic characteristics of the Iban
community leaders in the Resettlement Areas.
1.5 Significance Of The Study
This study is important today because the social changes in the Iban community have
signalled the Ibans to transform and adapt to modern ways of life. In order for the
Iban community to transform and adapt to new lifestyle, they need new pattern of
leaderships which can break their cultural bondage without any fear and suspicion.
Thus, this study in the light of hope may help the Iban community leaders to
transform to the new dimensions of leadership styles wliich suit the current social
changes. In today's ever changing process of socialisation, the leaders of the 2lSt
century should be able to suit themselves to modernisatiori and at the same time they
should be in the capacity to bring about social changes to their community at large
The findings of this study hopefully may able be to inspire the authority concerned:
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1. To plan or draw out special and specific curriculum dn training programme
needed to induce development of transformational leadership amongst the Iban
community leaders in order to cope up with moderr1 d,:velopment, such as in
educational field, particularly with the emergence o f thc information technology;
2. To make policy pertaining to recruitment of future Iban community leaders, and
3. To generate new knowledge (theoretical contribution) in transforming the Iban
community leaders.
1.6 Limitations Of The Study
As most of the respondents were illiterate, thus, considesabXe amount of problems were
encountered in getting the accurate responses from thl:m. 'Thus, the study's finding
were limited to the accuracy of the responses made by the respondents to the interview
schedule questions.
Due to the financial and time constraint, it was profoundly difficult to collect data
from the respondents. These three resettlement areas are located in the interior parts of
Kanowit District. The only means of transportation to these areas is by rivers. Then, the
accessibility of these areas is very much depending on the weather as a prevailing
factor. Apart from that, respondents were not always at ho~ne because they stayed out
at their farm house or they went somewhere else to do laborlous work.
The cost of achieving a proper number and mixture of people can be enormous. Due to
the financial and time constraint, the population of this study was only confined to
those identified areas. Because surveys deal with large nun~ber of people, they have
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limitations other than just high costs. With so many people to deal with, time is
valuable if survey intends to study each and everyone of them thoroughly (Backstrom
& Hursh-Cesar, 198 1).
The study was restricted to the community leaders in the three resettlement areas
namely, Operation Bebatak Ng. Tada, Operation Bebatak Ng. Ngungun and Operation
Bebatak Ng. Jagau, Kanowit; therefore, generalisations to the same group of leaders in
other parts of the country are not advisable.
1.7 Definition Of Terms
For the purpose of clarification, the terms used in this sludy are defined as follows:
a) Community leaders : confine to leaders ( Tuai Rumah, E'enghulu, Pemanca and
Temenggong) in these three resettlement areas only.
b) "Tuai" : Iban word literally means headman or leader.
c) Tuai Rumah - headman of the longhouse.
d) Young leaders - those ages between 30 - 50 years.
e) Old leaders - those ages above 5 1 years
f) Transformational leaders - leaders who have the knowledge to bring changes and
able to transform community lifestyle in accordance with modernisation.
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CHAPTER 2
LITERATURE REVIEW
2.0 Introduction
This chapter presents on the conceptual and theoretical pe~spectives of leadership
roles and functions. It will highlight the characteristics 01' tmnsformational leadership
pertaining to this study . The chapter will also discuss on the studies related to
leaders' roles and functions. In addition , it represenrs a review of related studies,
specifically studies on transformational leadership and studies on Iban leadership. A
conceptual framework is presented in the later part of the chapter.
2.1 Conceptual Perspectives Of Leadership
Leadership is deemed important in an organisation towards achieving the common
goal and to materialise concerted effort rendered by everyone within the organisation.
One cannot deny the fact that the effectiveness of the leadership styles play a vital
role as a determinant of success of the organisation. "The importance of leadership in
the conduct of human affairs, has been recognised since the beginning of recorded
history," (Locke, 1991:l). " Leadership is an eternal and universal phenomenon.
Being a socio-psychological process it is present to some degree wherever human
beings gather together, be it the primitive fanlily of cave dwellers or the approaching
twenty first century national community" (Franklyn, 1557 as qouted by Singh,
1991:l).
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According to Sanderson and Palson (1 939 as qouted by Singh, 199 1 :2):
If the community is to be able to act as a unit, it must have leadership which is recognised and has community confidence. Community leaders are necessary to make decisions, to direct cornrnunity activities, and to speak for the community both in relation to its internal organisation and its outside relationship. If there is no leader, no one can effectively speak for the community and the effective community action is aborted .
2.1.1 Leadership
Bennet (1994) defined leadership as the ability to influence the thoughts and
behaviour of others. But according to Murray (1996). leadership often refers to the
act of influencing the task related activities of people towards the attainment of
organisational goals. Three early approaches included trait (personal characteristics ),
behaviour ( what leaders do ), and contingency ( leaders vary their style to suit
various situations). Mondy & Premeaux (1993) stated that "influencing others to do
what leader wants them to do is leadership, or leading." Locke (1991) defined
leadership as the process of inducing others to take action toward a common
goalHollander (1978 ) likewise, defined leadership as a process of influencing
between a leader and those who are followers, while the leader may have power,
influencing depends more on persuasion than on coercion. Siniilarly, Cane (1996: 153)
exerted that,
Leadership is the art of being consciously responsive to the requirements of the task, the team arid the indi\,iduals within the team. In that tasks change and the needs of people at work change too, the different skills of leadership must be practised flcxibly with due regards to operational and human demands .
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Research made over the last twenty years clearly shows that leadership is the prime
key to effective organisation reform ( Silins, 1992; Leithwood,l992 ). The kind of
leader and leadership needed to bring change to the organisation is called
transformational leader or transformational leadership.
According to Tremble (1996) a recent paradigm, developed by Bernard M. Bass and
his associates, identifies a leadership approach likely to develop the needed levels of
skill and will. This paradigm tries to differentiate between transactional and
transformational leadership. In order to have a better understanding of a
transformational leader as compared to the transactional leader, an attempt is made to
differentiate and compare the two concepts.
2.1.1.1 The Transactional Leader
A transactional leader is very much a manager, and may not be considered a true
leader by some researchers and educators ( Bennis, 1984; Covey, 1989). Covey
(1989:lOl) uses the words of Warren Bennis and Peter Drucker to explain why that
difference of opinion exists: "Management is doing things right, Leadership is doing
the right thing" .
The relationship between the employee and a transactional leader is based on mutual
system of reinforcement. A transactional leader get something he wants, and his
followers get something they want. The transactional leader recognises the basic
needs of the followers, those on the lower level of Maslow's hierarchy, for example,
money for housing, food and clothing. For that purpose he arranges relationship so
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that the satisfaction of these needs is contingent on the fact that employees must
satisfactorily meet the transactional 1eader.s expectation for work (Hoover, 1991;
Leithwood, 1992). This is the time-honoured " carrot and the stick" approach to the
employer/employee relationships. It is assumed by the transactional leader that
individuals will naturally avoid work whenever and however they can; the leader must
coerce, direct and threaten in order to force the individuals to be productive. Further,
the transactional leader believes that people prefer to be directed, rather than take
responsibility for their own actions and decisions ( Silins, 1993; Tichy & Devanna,
1986; Sagor, 1991 ; Hoover, 1991). In its simplest sense, transactional leadership is
leadership by contingent reinforcemeilt. Followers are motivated by the leaders'
promises, rewards and / or threats of disciplinary actions or punishment.
Another characteristic of the transactional leader is that helshe cannot sublimate
hisher own needs to those of the organisation (Kuhnert, 1994; Hoover,l991). Take,
as a common example of this, a transactional school administrator. Hislher need is to
direct and control the people working under himker. As a result helshe refuses to
share knowledge, because knowledge is indeed power for him to control and
influence people. People can be controlled by knowledge.
2.1.1.2 The Transformational Leader
Although there are variations in definitions, one constant throughout all definitions is
that the transformational leader is, above all, an agent of cllange (Leithwood & Jantzi,
1990; Bosler & Bauman, 1992; Leithwood, 1993; Fisher, 1994; Hoover, 1991;
Konnert & Augenstein, 1990; Leithwood & Steinbach. 1993; Tichy, & Devanna,
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1986; Holland, 1989; Leithwood, 1994: Kubnert, 1994, Wissler & Ortiz, 1988; Staw,
1986; Bradley, 1993; Bennis, 1984; Sergiovanni, 1984: Mruvey, et al., 1992). Hisher
main function is to serve as a catalyst of change, but never as a controller of change
(Avolio, 1994).
A transformational leader has a compelling vision, a holistic picture (Tichy &
Devanna, 1986), of how the organisation should look in the hture, when it is meeting
all of it's stated goals (Beimis, 1984; Sergiovanni, 1984. 1989, 1990; Tichy &
Devanna, 1986; Yarnmario, 1994; Covey, 1989; Peters, 1992; Leithwood, 1993;
Bosler & Bauman, 1992). That vision guides the leader's behaviour(s) and decisions,
and serves as a reference point for all activities within the organisation. All processes
and actions are judged in the light of whether or not they aid the organisation in achieving its vision; all efforts are viewed through the needs of people (Harvey, et al.,
1992). They further stressed that vision speaks to the highest purposes of the
organisation and serves to give meaning to the job done by every member (Tichy & Devanna, 1986) of the organisation by creating shared goals to work toward. It also
engenders optimism for the future of the organisation. By keeping that vision and
those shared goals always at the forefront of the organisation, the transformational
leader can align the organisation to it's future needs (Tichy & Devanna, 1986) rather
than to the past or to the present. ( Often in a transactional organisation, the phrase
"it's always been done that way" indicates orientation to the past). A very important
corollary characteristic is that the leader must be able to comn~unicate that vision both
internal and external constituencies. No matter how worthy a vision is, if it does not
get communicated to those who need to know, it is useless. " Without vision, there is
no revitalisation" (Tichy & Devanna, 1986: 146).
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The transformational leader is able to inspire the members of the organisation to
aspire to, and to achieve, more that they thought was possit)le (Konnert & Augenstein,
1990; Sagor, 199 1 ; Bennis, 1986; Hoover, 199 1 ; Bosler & Bailman, 1992; Leihtwood
& Jantzi, 1991 ; Kuhnert, 1994; Yarnrnario, 1994; Avolio, 1994). The strength and
compelling nature of the vision empowers the organisation's members to excel. The
transformational leader raises the organisation's level of consciousness (Hoover,
199 1) about the purpose of the organisation, as leadership (Sergiovanni, 1989).
Sergiovanni further contends that the symbolic meaning of the leader's actions are
even more important than the actual actions themselves: "What a leader stands for is
more important than what he/she does" (Sergiovanni, 1984: 106). The values held by
the leader are of the utmost importance. He/she must serve as a model of those values,
transforming the values of the organisation, if necessary, in order to help bring about
the realisation of the vision (Sergiovanni & Carver, 1980). Modelling is but one
example of symbolic action; he/she should use symbolic action extensively. The
leader must be adept at using symbols (Avolio, 1994; Leitli~ood & Jantzi, 1990): to
motivate, to inspire, to give value to intentions and actions (Banis, 1984), to indicate
priorities, and to show strong advocacy (Harvey, et nl., 1992). A synlbol by itself is
meaningless. It is the background, the believes, the actions, and the understandings
that surround the symbol that give it meaning. The transformational leader is present
at important occasions ( graduations, awards, etc.), and is seen often and informally in
the workplace (Fisher, 1994; Cuban, 1976; Dunnerstick, 1992). The same action can
mean two different things to two different people. It is the task. of the transformational
leader to imbue symbols with the meanings useliul for facilitating organisational
change. This type of symbolic action is characteristic of transformational power.
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The most surprising element in a listing of the characteristics of a transformational
leader, is that helshe must have passion (Covey, 1989; Peters, 1992): a passion to
achieve goals and vision of the organisation and a passion for improvement.
There are some interesting dichotomies in a listing of characteristics of
transformational leaders. The transformational leader is a holistic leader, more
concern with people than with processes. I-Ie/she has a very basic commitment to the
ethic of client service (Leithwood & Jantzi, 19909) that focus the organisation on
relationships. Yet, while helshe is a "people person", helshe maintains a social
distance (Fisher, 1994): open, but still remote from the rest of the organisation's
membership. The transformational leader is a politician, but mustn't appear to be
political (Merrow, et al., 1974): meaning that helshe can never show evidence
partisanship or partiality. Indeed. helshe must use thc political system to exert
influence on others to develop action on behalf of the organisation's goals
(Sergiovanni & Carver, 1980). He/ she must be able to commit to a plan, but not to
any preconceived solutions (Leithwood, 1992). The leader is expected to engage in a
cycle of continuous improvement where everything is constantly being evaluated for
its relevance to the vision (Bennis, 1984; Yarnrnario, 1994). The leader's behaviour
must always be consistent in nature, but not consistent as to preclude trying new ways
or experimenting with processes (Staw, 1984).
The transformational leader is a diagnostician (Schon. 1986). Nelshe takes the time
and the effort to diagnose a problem from all aspects before looking for solutions.
Helshe diagnoses the needs of the people who are served by the organisation and the
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community members just all be considered. Any new plai~. product, or process is based on the leader's knowledge of those needs, along with its relevance to the vision.
There are differences between transformational and transactional leadership. For Bass
and Avolio (1993), transformational leadership contains the interrelated components
of charisma or idealised influence (attributed or behavioural), inspirational
motivation, intellectual stimulation, and individualised consideration. Other theorists
working in the same genre of the "new leadership" such as House and Shamir (1993)
and Conger and Kanungo (1988) conceived that the same components fall under the
fabric of charismatic leadership.
When leadership is charismatic, followers identify with the leaders aspirations and
want to emulate the leaders. If leadership is truly transformational, its charisma or
idealised influence is characterised by high moral and ethical standards. Its
inspirational motivation provides followers with challenges and meaning for engaging
in shared goals and undertakings. Its intellectual stimulation helps followers to
question assumptions and to generate more creative sol~~tions to problems. Its
individual consideration treats each follower as an individual and provides coaching,
mentoring and growth opportunities (Bass, 1985).
Burns (1978) contrasts the transforming leader with power wielder (transactional
leader) suggesting that the transformational leader has interest in the personal
development of the follower. He states that, "Leaders can also shape and alter and
elevate the motives and values and goals of followers. .."@.425). Thus, transactional
leadership is immature in nature because it is based on the needs of the leader rather
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than the follower, but transformational leadership always motivate followers to act in
the interest of the organisation rather than to maximise self-interest.
According to (Mondy, & Premeaux, 1993:337) "a person who has the ability to lead
an organisation through major strategic change is a transfurmational leader. They further stress that, such a leader can modify the mission, structure, and human
resource management and continue to guide the organisation toward its objectives. Likewise, Bass (1986) argued that transformational leaders inspire, energise, and
intellectually stimulate their employees (Sims, et a1.,199:2). l'ransformational leaders
may be charismatic to their followers and thus inspire them ; they may meet the
emotional needs of the employees and they intellectually stimlllate them.
Sims, et al. (1 992:2 1 0) further characterised transformational leadership as Charisma: provide vision and sense of mission, instils pride, gains respect and trust; Inspiration: communicates high expectations, uses symbols to focus efforts, express important purposes in simple ways; Intellectual stimulation: promotes intelligence, rationally, and careful solving problem; and lndividualised consideration: gives person attention, treats each employee individually, coache~ and advises.. . . Transformational leadership can instil confidence among the followers in the organisation and may bring harmony within the organisation which may create conducive workplace for everyone. Attaining charisma in the eyes of one's employee is central to succeeding as a transformational leader. Charismatic leaders have great power and influence. Employees want to identify with them, and they have a high degree of trust and confidence in them .
They also found that employees not only do better job when they believe their supervisors are transformational leaders, but they also are much more satisfied with
the organisation performance appraisal system. Thus, transformational leadership
should be encouraged, for the success of the organisation, because it can make a big
difference in the firm's performance at all levels.
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According to Crawford (1995) there are six characteristics of transformational
leadership: creative, interactive, visionary, empowering, passionate and ethical. As
leader in the organisation a leader holds responsible for bringing changes, success and
the smooth running of the organisation. Therefore, a true leader should be creative,
interactive, visionary, empowering, passionate and ethical. These characteristics are
further discussed below.
2.1.1.2.1 Characteristics Of Transformational Leadership.
2.1.1.2.1.1 Creativity
Creativity is a key element of the transforming leader. Hackman and Johnson (1991)
pose that creativity is "changing the status quo by seeking out new ideas.. ."(p. 64).
Managers typically concern themselves with status quo m3intenance, but leaders
move beyond that status quo to face and deal with the future (Hackman & Johnson,
1991). Transformation requires innovation and fresh perspectives to enduring
questions.
2.1.1.2.1.2 Interaction
Hackman and Johnson (1991) also suggest that an interactive leader provides better
direction than a non-interactive leader. In order to meet the needs of the follower, the
leader must take a posture of open participation with follower. Hackman and Johnson
(1991) contend that interaction is central to putting leadership into motion .Other
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theories of leadership emphasise communication in order to attain success. Bennis and
Nanus (1985) confirm this notion when they discuss the importance of open
communication. Much empirical support has also been given to the need for open
honest interaction between organisational members (Goldhaber, 1990). Zorn (1 99 1)
also supports the position saying effective transactional and transformational leaders
must have effective communication skills. Effective leaders must use communication
as the tool to create understanding between different levels of the social organisation.
2.1.1.2.1.3 Vision
Vision is also an important component of the effective leader, perhaps the most
elemental characteristic of the transformational leader " more than anything else,
transformational leaders communicate a vision to their followers" (Hackman &
Johnson, 1991:65). Bennis and Nanus (1985) contend that the transfornlational leader
must create a shared vision with the follower; they must become the social architect
for follower performance. Tichy and Devanna (1 986: 122) indicate the importance of
vision suggesting "the challenge for transformational leaders is to.. .find and create a
vision of an organisation that is in some way better than the old one and to encourage
others to share that dream" . Zorn (1991) notes that vision helps to rally action
toward achievement of the goal. Leaders must not only speak the vision, they must
also enact the vision for individuals and the organisation (Bemzis & Nanus, 1985).
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2.1.1.2.1.4 Empowerment
Empowerment is the fourth aspect that Hackman and Johnson (1991) suggest as
important for the leader. Empowerment is the ability to "tninslate intention into reality
and sustain [for the followers]" (Bennis & Nanus, 1985:SO). Bennis & Nanus (1985)
further explain that empowerment is the reciprocal of power and that empowerment
puts duality into motion. In other words, power translates into empowerment and
empowerment, in turn, creates more power. Empowerment is a necessity for the
modem organisation Without leaders promoting responsibility and displacing power
followers cannot hlly achieve their potential.
2.1.1.2.1.5 Passion
Transformational leaders are passionate in their commitment to task and people alike
(Hackman & Johnson, (1991). Bennis & Nanus (1985:76) elaborate, "like explorer,
and artists, [leaders] seem to focus their attention on a limited field - their task - to
forget personal problems, to loose their sense of time, to feel competent and in
control. To transform leaders must have a strong commitment to their vision. Passion
is essential for this strong commitment; without passion dlere is no direction and
vision is short lived.
2.1.1..2.1.6 Ethic
One final notable characteristic is that of high ethical standards. This one facet is
perhaps as important as any other. Any discussion of transformational leadership must
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include some mention of ethics. Burns (1978:455) comments about the importance of
ethics, "Leaders must effectively 'connect with' followers fiom a level of morality
only one stage higher than that of the followers, but moral leaders who act at much
higher levels relate to followers at all levels.. .". Blanchard and Peale (1988) suggest
that a manager with strong ethical standards is armed with the ability to do the right
thing all of the time. They further conclude that ethics must not only be the result, but
ethics must be involved in the process of decision making. An effective leader must
be committed to ethical responses to any situation. Kouzes and Posner (1993) noted
that the credibility of leadership depended on its moral purpose, trust, and the hopes it
engendered. Leaders are seen as obligated and responsible for the moral environment
of their group, organisation or society (Greenleaf, 19'77). A rnajor task for leaders is bringing together their followers around common values (Fairholm, 1991). The
leaders themselves, often are seen as the embodiment of such values (McCollough,
1991). And just as when leaders are more competent, those they lead are more effective, so when leaders are more morally mature, those they lead display higher
moral reasoning (Dukerich, et al, 1990).
Apart fiom those characteristics, a leader should posses the ability to make decision
any time under any circumstances. "A leader's actions u e the pivotal link between
personal beliefs and organisational aims" (Badaracco, & Ellsworth, 1989: 107). The
transformational leader should be able to handle and solve the conflicts in the
organisation, otherwise may result in the declination of the organisation's
performance. In his award-winning book Leadership, James MacGregor Burns, as
quoted by Badaracco and Ellsworth (1 989: 17 I), has observed that the willingness to
confront conflict characterises leaders. He writes, "Leaders, whatever their
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professions of harmony, do not shun conflict; they confront it, exploit it, ultimately
embody it". They view conflict not only as a means to better, more thoughtful
decisions, but as a stimulus to change and a constant challenge to the inertial forces
within organisations that spawn bureaucracy and reinforce the status quo, A true
leader should take conflict as an opportunity to change for the betterment of the
organisation and not as treat to the organisation. He should have the credibility to
solve and overcome the problems posed by conflict within the organisation at the
right time and with the right approach skills viable to the situittion. Thus, the viability
of a leader's interpersonal skills are very much required. "In totality, the emphasis
will be on organisational integration, reaching the point where everything - plant,
performance systems, values, competencies, management, training, culture, corporate
goals - is aligned. And the factor that will hold all this together is leadership" (Barnes,
19955).
Barnes (1995) believes leadership is about visioning, that is seeing beyond the next
horizon and the next and the one after that, but always keeping sights fixed firmly on
the here and now and the immediate future. The 21" century leadership should be
futuristic in nature and be able to map out the future of the organisation. " We do face
an uncertain and unsettling future, but not one without vision. Vision is the
commodity of leaders, and power is their currency" (Bennis & Nanus, 1986:18).
Therefore, a leader is the one who determines the vision and mission of the
organisation as a whole.
A leader should has a clear vision which is easier understood by his followers.
"Vision animates, inspirits, transforms purpose into action" ( Bennis & Nanus,
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1986:30).. Apart from a clear vision he should have the power to execute his action.
At this point, it doesn't matter whether a leader is s transactional leader or a
transformational leader, "what matters is whether the leader leads in the right
direction or misleads" (Drucker, 1989: 108
Many organisations have been transformed or are being transformed - re-engineered,
downsized or consolidated in accordance with the demands of the changing
environment. " More important, successful organisational change depend on
transformational leadership" ( Yeoh, 1993:87). It is, therefbre, the job of leaders in the next century to be the agent of change and to create the ri,;ht environment for the
members in the organisation to expand, because orga~~issltionu may change according
to their vision and values.
Taking an optimistic view of the future, we may be witnessing revolutionary change
in the structure of the society, community and organisation. As the structure of the
organisation change, leadership style should change.
Singh (1991 ) pointed out that the new socio-economic force!; generated by the large
scale development plans have shaken up the social structure and are beginning to alter
the old values and attitudes as well. Thus, traditional leadership should undergo a
change-and new pattern of leadership should emerge on the scene in order to cope up
with the surge of new development trend. In an attempt to achieve objectives towards the year 2020, leaders need to be transformed and developed.
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In brief, leaders play a vital role to manage the organisation. He holds the
responsibility towards making the organisation an adorable institution. Therefore,
traditional leadership should be transformed into transformational leadership. The
transformational leader is able to visualise the future and diagnose problems from all
aspects before looking for solutions. A leader should have clear vision and missior),. In
an organisation vision and mission (action plan) are important elements of a
successful organisation. Thus, a transformational leader carries a heavy responsibility
to lead, and is totally focused on the mission of the organisation and its attendant
improvement of the entire organisation.
2.2 Brief historical background of Iban Leadership
The restless warlike Iban had been described as classless 'vld egalitarian, arid known
as swidden agriculturalists of Borneo; steady expansion is the hallmark of their
history (Brown,1979). They migrated from Kalimantan to Sarawak, led by their own
chiefs and leaders to attack their enemies in order to take away their land (Sandin,
1970).
The Iban had no proper style of leadership but they had their own institution of war
leadership. Brown (1979) stressed that, although Iban leadership institutions were
elementary, Iban war parties were surprisingly large.
As Pringle (1970:35) rightly stresses, among the Ibail there was no regularly
constituted leadership above the level of the longhouse community. Moreover, the
longhouse community leaders ( tuai rurnah, perhaps also lzrui burong: bird auger) had
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very limited power and authority. In broadly cross-cultural terms, the !ban are
classified as a "stateless society"(Murdock 1967; Tuden and IvIarshall 1972).
To the Iban community, leadership means "tuai" which carries a wide connotation.
Thus, Iban community has no groper leadership styles. 111 the Iban community,
leaders are always being associated with elderly persons as their headmen. Headmen
traditional leaders, whose tasks are to safeguard the community welfare and uphold
the norms, values, tradition, morale, customs and belief of the community. They
command respect from others, and become the decision makers pertaining to
community life.
According to Sather (1989) the Iban society never wanted for effective leaders, and
those who excelled were honoured, as, for example in ritual and oral tradition, still a
leader had always to sustain his following by his personal actions.
Iban ancient leaders were chosen among those who .,veri: just in his dealings,
adventurous in actions and were knowledgeable of the [ban customary law and
history. Under the Iban own rule, there were different types of leaders existed such as
Tuai serang (war leader), Tuai kayau (leading warrior), Mcrnolc sabong (warrior), Tuai
menou (chiefmen) and Tuai Rumah (headmen) (Sandin,l970).
But when Iban were one time under the Brunei governnlent, their leaders were
bestowed with titles such as Orang Kaya, Orang Kqyn Pemancha, Orang Kaya
Panglima and Orang Kaya Temenggong, in recognition of their merits and bravery
Sandin, 1970).
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During the reign of colonial rule Sir James Brooke did not confer the title Orang Kaya
to the Iban chiefs, not until Sir Charles Brooke became the Rajah of Sarawak he accepted the Brunei customs and then conferred these titles to the Iban chiefs. The
title Penghulu Dalam was conferred in 1990 upon Penghulu Munan and Tuai Rumah
Ujang (Sandin,1970).
In modern Sarawak, the title Temenggong was first conferred by the third Rajah Sir Vyner Brooke upon Penghulu Koh of Balleh in 1924. Penghulu Ringkai was the first
appointed Pengarah (literally Director) for the whole thexi Second Division in 1886.
From then onwards Pengarah has always been appointed by the Resident, and must
have previously been a Penghulu. He has judicial functions who assists the District Officer in Court hearings. The first Penghulu was appointed in the late 1870's in
Saribas. Formerly the Iban chiefs are known as Tuai. The Penghulu functions were
the same as the functions of the Iban chiefs (Sandin,l970). He administered and kept
order of the customary laws.
Likewise, the Tuai Rumah (longhouse headmen) performed a number of important
functions. Under the Brooke rule, and to this day, he was the custodian of the
customary law (adat), an arbitrator in land disputes and was recognised for his
knowledge of genealogies, and is looked upon as intermediary between his longhouse
and the government (Pringle, 1967).
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2.3 Studies Related To Leaders Roles And Functions
Several researchers who had done studies related to leadership and leadership
functions had defined leadership variably. However, in general, the researcher feels
that leadership is a process which involves both a leader and a follower and the
effectiveness of a leadership is very much influenced by the leadership style a leader
executes in a specific situation in which the leader fi~~lctions, with the skills he
possesses.
Lewis (1954) analyses the nature and functions of "factions" in Jat dominated village
near Delhi. He has shown how patterns of influence 'and comnlunication within
extended family groups reach out to several villages. Jat factions, as described by him,
are based on kinship. The picture elsewhere in the country is different. Factions are
found often to cross ties of kinship and caste.
Dube (1955) does not deal with leadership directly, but he has made some interesting
observations on authority structure, status and decision making. Instances of actual
decision making cited by him are suggestive and revealing.
Gupta (1984) in his study found that the functioning of local bodies and local
leadership have increased political consciousness. political participation, political
involvement and sense of civic duty, which together have contributed a great deal to
political development of the village communities and lead to strengthening of the
support structures of the ruling party in villages. Young Political leadership is slowly
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gaining ground both in urban and rural areas, both in nat.iona1 or state level politics
and in village politics.
A leader's interpersonal skills are vitally important in the process of inspiring others
toward implementing the vision. Insensitivity to others has been found to be a primary
reason that formerly successful executives become derailed according to a study
conducted by the Center for Creative Leadership (McCall and Lombardo, 1983).
The classic Michigan studies (sumrnarised in Yukl. 1989) examined the role of
effective and ineffective leaders in attaining group productivity. Effective leaders
were found to concentrate on task-oriented behaviours, such as planning and
scheduling work, co-ordinating subordinates activilies, and providing technical
assistance and resources. They also tended to guide subordinates in setting high but
realistic performance goals. Administrative ability (based on in-basket measures of
organising, planning, and decision-making) was found by Howvard and Bray (1 988) to
be predictive of managerial success. and Cox and Cooper (1988) report that
successful managing directors in the United Kingdom consistently exhibits skills in
problem-solving and decision-making.
In a research on leadership, Kouzes and Posner (1987) distinguished between leaders
and managers, whom they see as playing different roles. The former are associated
with change and innovation; the latter with stability and control. Each is associated
with different times: managers with period of constancy; leaders with periods of
turbulence. Both are needed, but leaders seem to merit spccisl attention because they
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take us in new directions which are required by the newer circumstances of upheaval
and change that confront the modern business organisation..
2.4 Related Studies
Dhillon (1 955: 1 15) finds out " the leader is the influential person of the village who is
respected, followed and obeyed by villagers due to the wealth, family, caste or other
reasons". Barnabas (1958:388) in his article based on field study in U.P. village,
recognises " caste leaders, faction leaders, formal leaders and informal leaders. Caste
and length of residence in the village are two important determinants of leadership".
Srinivas (1959) regards the concept of "dominant caste" crucial for the understanding
of power relations in rural social life in most parts of the country. For understanding
village, it is essential to study the locally dominant caste and the kind of dominance it
enjoys. He has recognised four important elements of dominance: (a) Numerical strength; (b) Economic and Political Power; (c) Ritual status; and (d) Western
Education and Occupations. These elements are usually distributed among the
different castes in a village and that only the caste enjoying all or most of them can have the decisive dominance. Srinivas provides empirical data in support of his
concept from his own field work in a Mysore village.
Metha (1 972: 14 1) in his study found out that,
the leadership tends to be of an emerging pattern. Many new forces have set in the village social life. The increasing contact with the development blocks and the satellite industrialised towns will usher in the village social life the new social, economic and political goals. Over a period of time, it is expected that because of the increasing modernisation of these villages, the social structure of the village will
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change considerably and the leadership pattern, to a 1-arge extent will be of modern order.
Sachchidananda and La1 (1973) in their study concluded that the power of a
leader over his followers is the function of the leader's resources and
dependencies of followers upon him and alternative open to them. The greater
the resources of the leader the wider the dependencies of his followers, who
have no alternative other than him, the more powerful he will be. Education is
an important asset for a leader whose sphere of influel~ce has crossed the
boundaries of the village. Unlike in the past, advanced age is not an essential
pre-requisite for leadership in present day rural India. The leadership role of a
person possessing many power resources are accepted by people having high
dependencies and on alternative.
Singh ( 1991 ) in his study concluded that gerontocratic leadership is being replaced
by youth leadership. According to his study, sex, education, wealth, age, and family
typology are highly significant variables in rural leadership.
Oscar Lewis (1 954:45-46), writes in his study of the village life in northern India,
we see that in the traditional pattern of leadership the older men were both the ceremonial and Panchayat leaders. With the coming of education and outside employment. however, middle aged educated people are being given opportunities by the older people to represent them in official panchayats, school committees, and deputations outside the village. Moreover, particularly the educated unemployed is developing and representing a threat to the traditional values in the villages .
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An influential review by Stogdill (1948) of trait research cast doubt on the evidence.
His was not the only assessment that had sounded a negative note, but it was the most
influential. Stogdill failed to find consistent evidence to suggest that personal factors
played a part in who became a leader. At best, he was able to conclude that the
personal factors associated with leadership are substantially effected by the
requirements of the situation from which the leader emerges. This suggests that the
personal factors associated with leadership are situation specific.
Initial investigations of leadership considered leaders as individuals endowed with
certain personality traits which constituted their abilities to lead. The studies
investigated individual traits such as intelligence, birth order.. socio-economic status,
and child rearing practices (Stogdill, 1948, 1974). Stogdill (1 974) identified six
categories of personal factors associated with leadership: capacity, achievement,
responsibility, participation, status, and situation but concluded that such a narrow
characterisation of leadership traits was insufficient: "A person does not become a
leader by virtue of the possession of some combination of traits" (p.64). The attempts
to isolate specific individual traits led to the conclusion that no single characteristic
can distinguish leaders from non-leaders.
The Ohio State researcliers (Halpin, 1957; Elalpin and Winer, 1957; Fleishman, et al.,
1955) initially suggested that considerate leaders proLide a pleasant work
environment for their subordinates, but are regarded as less effective. Leaders who
emphasise structuring work activities often reduce the levels of job satisfaction
experienced by the work group, but regarded as more effective by their superiors.
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Although the research on transformational leadership is relatively new, there is some
empirical support for validity of Bass and Avolio's transformational leadership
construct. Using the Multifactor Leadership Questionnaire, Bass, Avolio and their
associates (e.g. Bass, 1985; Hater & Bass, 1988) have found significant relationships
between subordinate ratings of leader effectiveness and sdisfaction with their leader
and transformational leadership across a number of settings. Transformational
leadership is significantly related to other relevant otltcome variables, such as
follower perceptions of role clarity, mission clarity, and openness of communication.
Podsakoff, et al., (1 990) have also adopted a quantitative approach to transformational
and transactional leadership. Drawing on a number of New Leadership approaches
they conceptualised transformational leadership as comprising, six dimensions each of
which was measured by a multiple-item scale: identifying a id articulating a vision;
providing an appropriate model; fostering the acceptance of group goals; high
performance expectations; providing individualised support, and intellectual
stimulation. The first three were found to be highly interrelated in their research and
were collectively dubbed a "core" dimension of transformational leadership.
Transactional leadership was measured by one scale alone-contingent reward
behaviour. The researchers were concerned with the impact of the two forms of
leadership on organisation citizenship behaviour (OCB), which refers to behaviour
that goes beyond the requirements of a formal role and that also contributes to
organisational effectiveness. Data were collected frcrrn employees and their
supervisors in a US petrochemical company. The six types of leader behaviour (as a
group) had an effect on OCB, but the effect was indirect, that is, it was mediated by
trust and satisfaction (the former to a far greater degree than the latter). Trust was
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found to be positively by 'core' transformational leadership and individualised
support, negatively by high performance expectations and ix~tellectual stimulation, but
not at all by contingent reward behaviour. This research suggests that the extent to
which leaders are able to create trust in themselves through transformational
leadership plays an important part in the preparedness of their subordinates to put
more into their work than is strictly required by their formal role obligations. The
research also implies that there would be some virtue in examining the extent to
which the effects of the forms of leader behaviour measured by the Multifactor
Leadership Questionnaire on such outcomes as extra effort and effectiveness are
mediated by potential intervening variables like trust.
In their study Kouzes and Posner (1987) distinguished between leaders and managers,
whom they see as playing different roles. The former are associated with change and
innovation; the latter with stability and control. In this study, they developed two
research instruments for investigating leadership. 'The Personal Best Questionnaire
asks leaders to describe their 'personal best leadership experience'. They are then
asked a number of open-ended questions about this experience. In-depth interviews
have also been carried out with forty-two managers. From this questionnaire the
Leadership Practices Inventory (LPI) was derived to tap subordinates' ratings of the
extent to which their superiors exhibit the five leadership practices (challenge the
process, inspire a shared vision, enable others to act, models the way and encourage
the hearts of organisational members to persist with the vision). There are thirty items
(six per leadership practice) which are statelnents about leader behaviour, and
respondents have to answer how far the item applies to their superior.
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In their study, Yammarino & Bass (1990) had conceptually clarified transformational
leadership by focusing on leader-follower interactions in tenns of multiple levels of
analysis: individuals, dyads within groups, and groups. The focal leaders were 186
United States Navy Officers who were graduates of the United States Naval Academy
and on active duty assigned to the surface warfare fleet. Data about the officers were
collected from 793 senior subordinates of the officers via a mail survey. The
leadership and outcome data were collected using the Multifactor Officer
Questionnaire ( MLQ-Forms 11R and 1 1s). Nine leadership scales were used in this
study: Charisma, Individualised Consideration, Intellectual Stimulation, Inspirational
Leadership, Contingent Promises, Contingent Rewards, Active Management-by-
Exception, and Laissez-Faire. Results from within and between analysis (WABA)
suggest that the network of relationships was based primarily on individual
differences in subordinates' perceptions of leadership and outcomes.
Transformational leadership as compared to transactional or laissez-faire leadership
was related more strongly to subordinates' extra effort and satisfaction with the focal
officers and the officers' effectiveness.
Howell, & Bass (1993) in their study, used measures of leadership, locus control, and
support for innovation to predict the consolidated-unit performance of 78 managers.
The purpose of this study was to examine the relationship of transactional and
transformational leadership to unit performance. In addition, they examined the
degree to which leader locus of control predicts transformatioilal leadership behaviour
as well as the moderating effect of support for innovation on the relationship between
transformational leadership behaviours and performance. Leadership behaviour was
measured with Multifactor Leadership Questionnaire (MLQ)- Form 10. The three
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scales used to measure transformational leadership were: charisma, intellectual
stimulation and individualised consideration. Locus of corltrol was measured with 13
items from Rotter's scale. Support for innovation was measured with two scales from
Siege1 and Kaemmere's measure of support for innovation in organisations and the
risk-taking scale from Litwin and Stringer's survey of orgmisationall climate. The
measure of consolidated-unit performance represented Ihe degree to which a manager
achieved targeted goals for the year, calculated in terms of the percentage of goals
met. Results revealed that three transformational leadership measures were associated
with a higher internal locus of control and significantly and positively predicted
business-unit performance over a 1-year interval. Transactional measures of
leadership, including contingent reward and management by exception (active and
passive), were negatively related to business-unit pe~formance. Causal relationships
between the transformational leadership behaviours and unit performance were
moderated by the level of support for innovation in the business unit.
Campbell, et al., (1973 ) in their research examined the effects of four factors on the
perceived appropriateness of a displayed leadership style in two dimensions. The
study employed a case description to nlanipulate leader style (participative or
consultative), leader gender (male or female), organisdtional setting (civilian or
military) and eventual task outcome (successfi~l, unsuccessful or no information); and
then had 264 Singaporean business students (age between 20 and 24 years) and 223
American business students (age between 19 and 41 years) judge the appropriateness of the style used. During a regularly scheduled class meeting, individuals were
requested to read a short but detailed case situation. and then to respond to set of
questionnaire items on a five-point Likert-type scale. The independent variables are:
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Leadership Style Manipulation, Gender Manipulation, Organisational Setting
Manipulation, Task Outcome Manipulation, and Perceptions of Appropriateness
Leadership Style. The dependent variables are: Perceived Appropriateness,
Leadership Ability, and Willingness to Work for the Manager. Factorial ANOVA
analyses revealed that the style itself and eventual task outcome had strong effects on
perceptions of appropriateness. Further, perceptions of leadership appropriateness
influenced judgements of leadership ability and one's willi.rlgness to work for the described leader. Gender and setting had no substantive impact. Identical results were
obtained in both the Singaporean and American samples. Implications of the results,
and their limitations, are considered from both a theoretical and a practical
perspective.
A local study was carried out by Syed Husin Ali (1977) on leadership in Malaysian
village. Apart fkom gathering other information on i-ural community dwellers, he tried
to recognise the types of leadership existing in tke different communities, their roles
and the position of leadership in social context, economy and politic. He further
evaluated the effectiveness of leadership style to the rural conlrnunity dwellers. From
the observation he concludes that there are two types of leadership. The two types of
leader are traditional leaders and new leaders. The traditional leaders are chosen from
elderly persons who have a very strong influence on people. They are known as Ketua
Kampung and PenghzJu. The new leaders includes, party leaders and government
officers. The village party leaders come from diversified background such ex-
government officers, teachers, farmers and labourers.
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Sandin (1966) stated that the Iban of Borneo is an animist, believing in the existence
of an Almighty God and a multitude of spirits. He ft~rther stressed that, it was because
of such belief leaders in the past centuries concentrated in dreams. Children in the
past were advised by their parents to behave well during their sleeping hours for the
respect of those seeking dreams. It was believed that before Iban young men became
leaders they must have had dreams which thus caused thein to become successful and
effective leaders.
According Jensen (1974) ,to the Iban, the thni rumah's traditional roles is to maintain
the correct relations among longhouse members and between these and the spirit
world: to ensure that the longhouse community does not become angat, literally 'hot',
implying an unexpiated offence against the spirits.
Sandin (1970) in his study of Iban leaders, used the term "hereditary" in his
description of Iban leadership. He gave the phrase "hereditary chiefs" to describe the
status of individuals who had been appointed to office for the first time as leaders. It
was in the past that Tuai Rumah power was generated down to his siblings upon his
retirement or death. Morgan in her paper asserted that " in the long-settled
Saribas.. .it was taken for granted that the position of chief' and warleader should pass
from father to son" (1 968: 146).
The power of the Iban leaders had been underestimated by outside observers. Part of
the reason has almost certainly to do with the fact that Iban leaders do not fit well
with Western concepts of political authority (Wagner, 1972 as cited by Sandin, 1994).
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Sandin (1 994:9) further exerted that:
Thus, power in Iban society is exercised informally by self-made men of action and proven ability who lead their followers primarily by consensus and personal example. Formal stratification is absent, positions of power are non-hereditary, and regional leadership was historical linked to migration and to the exercise of authority over recognised territorial domains created in the process of pioneering.
Jawan (1996) in his paper revealed that less than half of the Iban elected
representative has at least college level education and a majority of the Iban leaders had only up to secondary level education. He further stressed that, due to the lower
educational attainment the Iban elected representatives/leaders have not attained much
experience and success in their previous undertakings before moving into positions of
greater responsibilities.
2.5 Conceptual Framework Of The Study
Implicit in many of the writings on leadership styles and particularly on
transformational leadership, there is still not many articles written on the Iban
community leaders. Several research and studies related to leaders' roles and
functions have been carried out by researchers but hut none have focused specifically
on Iban community leaders-i.e Tuai rumah and Penghultr level.
To the Iban community, leadership means ''furrim which carries a wide connotation.
Thus, Iban community has no classification proper leadership styles. In the Iban
community, leaders are always being associated with elderly persons as their
headmen. Headmen traditional leaders, whose tasks are to safeguard the community
welfare and uphold the norms, values, tradition, morale, customs and belief of the
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community. They command respect fiom others, and become the decision makers
pertaining to community life.
As Pringle (1970 :35) rightly stresses, the Iban had no regularly constituted leadership
above the level of the longhouse community. Moreover, the longhouse community
leaders ( tuai rumah, perhaps also tuai bzirong: bird auger) had very limited power
and authority. In broadly cross-cultural terms, the Iban are classified as a "stateless
societyV(Murdock 1967; Tuden and Marshall 1972).
Reflected upon the previous related studies on leadership, thus, a conceptual
framework for this study was developed in relation to comply with the research aims
and research questions the study proposed to address. Henceforth, sex, age, education,
income, experience, and institutionalised travels were the independent variables of
this study. Whilst individualised consideration, intellectual stimulation, inspirational
motivation, idealised influence and the expected roles became dependent variables
of this study.
2.6 Research Hypotheses
Based on the review of the literature the following hypotheses were formulated to
guide the present study:
HI. There are significant relationships between the demographic factors and the
emergence of transformational leadership characteristics amongst the Iban community
leaders.
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H2. The degree of executing the expected and actual roles amongst the Iban
community leaders is influenced by the demographic factors.
H3. There is a significant relationships between the leader's income and the
emergence of transformational leadership characteristics arnangst the Iban community
leaders.
H4. There is a significant relationship between courseftraining and the emergence of
transformational leadership among the Iban community leaders in the three areas.
2.7 Summary
In brief, this chapter has deliberated on the literature review pertinent to leadership
roles and functions. In this chapter the researcher has discussed the conceptual and
theoretical perspectives of leadership in general. In addition, the researcher
deliberated on the related studies on leadership functions and roles pertinent to the
research aims and research questions the study proposed to address. Past research
studies related to this study were also discussed in this chapter. Implicit in previous
related studies, and conceptual and theoretical perspectives the researcher developed a
conceptual framework and research hypotheses for this study. The research
methodology used in this survey research study was thoroughly discussed in the next
chapter.
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CHAPTER 3
RESEARCH METHODOLOGY
3.0 Overview
This chapter deliberates on the research design and data collection used as guided by
the research objectives. It argues for the need to use both the quantitative and
qualitative method of data collection. It describes the research processes undertaken,
discusses the methods of analysis of the data collected, and reports on the personal
and career profiles of the respondents and informants. This chapter is presented in six
sections: research design. population of the study. instrumentation, data collection,
data collection procedures and data analysis.
3.1 Research Design
The intent of the study was to address the research question regarding the roles of
community leaders in bringing about social changes and to find out whether pattern of
transformational leadership has emerged or not amongst the lban community leaders
in those three Resettlement Areas. A structured interview schedule was used to
collected necessary data.
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3.2 Population Of The Study
The population of this study comprised community leaders in the three resettlement
areas. There are 57 community leaders in these areas: 15 Tuai Rumah from Operation
Bebatak Ng. Tada, 18 Tuai Rumah from Operation Bebatak Ng. Ngungun , 21 Tuai
Rumah from Operation Bebatak Ng. Jagau , 2 Perrghzrlu and 1 Temenggong. All of
these leaders became the respondents. According to Clrampion (198 l), a total size of
30 samples can be considered as minimum size for statistical analysis. Fraenkel and
Wallen (1993) also stated that for a correlatim study, the minimum size of 30 is
appropriate. According to Backstrom and Hursh-Cesar ( 198 1 :53),
Our concern is that the number and kinds of people in the sample be sufficiently representative of the whole population to enable us to make sound generalisations about that population. In other words, a proper sample of people must constitute a small-scale replica of the larger community.
3.3 Instrumentation
As most of the community leaders in these areas are illiterate, structured interview
schedule was used to collect the data and information on issues pertaining to the roles
of leaders in bringing changes to the community, their personal and socio-economic
characteristics, and the degree to which the leaders practice transformational
leadership style. This technique provided an opportunity to probe deeply the
problems and issues pertaining to leadership skills and knowledge the community
leaders possess.
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The interview schedule was designed and developed under the guidance of a research
supervisor. The research questionnaire were divided into three parts. Part 1 (5 1 items )
was designed to identify the level of behavioural characteristics of transformational
leadership: Individualised consideration which has the elements of caring, concern
and empathy; intellectual stimulation that is generally characteristics of valuing the
intellect, encouraging imagination and challenging old ways; inspirational motivation
with general characteristics of clarification of future states (vision 1 mission), treating
threats as opportunities and aligns individual and 0rgani:mtional goals; and idealised
influepce ( Charisma) with sets of high moral standards which is dominated by the
general characteristics such as confidence in the vision, full responsibility for actions,
sense of purposes and trust, and identification with the leader. These behaviour
indicators was adopted from Keenan (1997) in order to fully facilitate in finding out
whether pattern of transformational leadership emerge or not amongst the Iban
community leaders in the three Resettlement Areas. the primary purpose of this
study. These behaviour indicators were used as dependent variables.
Part 2 (10 items) of the interview schedule was developed by the researcher based on
his own experience as a community leader once upon a time. This part was specially
constructed to explore, reflect and to identify the expected and actual roles of
community leaders in bringing out social changes. In addition, part 2 also contained
questions (1 1 items) to evoke the respondents' exposure to training and courses
regarding leadership dimensions.
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Part 3 (11 items) of the interview schedule helped to identify the personal
demographic characteristics of the leaders which became the independent variables
of this study.
3.4 Data Collection Procedure
The following procedures was carried out to gather tlic: data and information for the
study:
a) A copy of the research proposal was submitted to the Sarzivak State Planning Unit
to seek approval to conduct research in the State.
b) A copy of the research proposal was also submitted to Sarawak State Secretary to
seek approval to carry out research in Sarawak, particularly in Sibu Division.
c) Several research assistants were engaged to carry the research survey in the areas.
They were trained by the researcher on the proper ~echniques of interviewing.
Cover letters explaining the importance and nature ol'the study were provided to
the research assistants as they were doing the interview with the aid of an
interview schedule. In the case of illiterate respondents, the research assistants
helped them to choose the answers to the questions that correspond to or reflect
their personality as leaders.
d) The research assistants were chosen from the people of those areas They were
male college-trained teachers with good command of English and Iban languages.
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3.5 Data Collection
Before data collection proper was carried out, a pretest was conducted on 10 Tuai
Rumah nearby Kanowit town on September 7, 1997 and Sepkember 8, 1997 in order
to determine how respondents responded to the various items in questions. Reliability
test was performed on items pertairling to behatioral characteristics of
transformational leadership, on expected and actual roles, and on co~~rsesltraining
regarding leadership dimensions. Reliability analysis scale showed that individualised
consideration has standardised item alpha value 3438, idealised influenc