One major managerial implication th

One major managerial implication that this study raises is that the governing body that promotes entrepreneurship in Malaysia like the SME Corp. Malaysia should give more focus on developing and enhancing the qualities and attributes of transformational leadership amongst the entrepreneurs in the country. A better understanding of which leadership behaviour and its impact towards organisational performance could help the entrepreneurs to develop the appropriate leadership behaviour from the very beginning to ensure the effectiveness and organisational success. As Bhattacharyya (2006) suggested that the right leadership behaviour is important for developing entrepreneurial development since it creates the appropriate climate for entrepreneurship and innovation within the organisation. It is proven that a leadership style that focus on close monitoring and intervention (management-by-exception active/passive) and focus much on the exchange of rewards for efforts (contingent reward) has become less effective in the context of services SMEs in Malaysia.
7. CONCLUSION AND LIMITATIONS
Management‟s leadership behaviour is one of the essential factors that influence SMEs performance in the services sector since different leadership behaviours may develop different effect on organisational performance. Overall, transformational leadership is having a stronger correlation to the overall performance of services SMEs than transactional leadership. Between these two leadership behaviours, transformational leadership is found to be a better predictor of the organisational performance. Even though Malaysia is a country with different backgrounds in culture, society and institutional development, similar results were also produced in which the transformational leadership is more effective than transactional leadership.
The following limitations should be acknowledged. Since the leadership behaviours only explained about 10.3% of total variance in this study, future research should consider including
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other variables that might also be important to explain organisational performance like employee satisfaction and entrepreneurial orientation.
Secondly, the data in this study were collected only from the owners/top managers of the SMEs. The respondents may have exaggerated their evaluation on their leadership behaviours as well as their organisational performance measures. It should be noted that self-assessment on leadership behaviour, according to a review of literature, tends to be more inflated that other sources (Muenjohn et al., 2012). Thus, it would be meaningful in the future to conduct an empirical research that include a multiple respondents from each organisation. To conduct a longitudinal study to observe the impact of leadership behaviours on the organisational performance of services SMEs over time also could provide a meaningful outcome in the future. Finally, it is also recommended to conduct a comparative study between the impacts of leadership behaviours towards different industries.

Hasil (Bahasa Indonesia) 1:

One major managerial implication that this study raises is that the governing body that promotes entrepreneurship in Malaysia like the SME Corp. Malaysia should give more focus on developing and enhancing the qualities and attributes of transformational leadership amongst the entrepreneurs in the country. A better understanding of which leadership behaviour and its impact towards organisational performance could help the entrepreneurs to develop the appropriate leadership behaviour from the very beginning to ensure the effectiveness and organisational success. As Bhattacharyya (2006) suggested that the right leadership behaviour is important for developing entrepreneurial development since it creates the appropriate climate for entrepreneurship and innovation within the organisation. It is proven that a leadership style that focus on close monitoring and intervention (management-by-exception active/passive) and focus much on the exchange of rewards for efforts (contingent reward) has become less effective in the context of services SMEs in Malaysia.7. CONCLUSION AND LIMITATIONSManagement‟s leadership behaviour is one of the essential factors that influence SMEs performance in the services sector since different leadership behaviours may develop different effect on organisational performance. Overall, transformational leadership is having a stronger correlation to the overall performance of services SMEs than transactional leadership. Between these two leadership behaviours, transformational leadership is found to be a better predictor of the organisational performance. Even though Malaysia is a country with different backgrounds in culture, society and institutional development, similar results were also produced in which the transformational leadership is more effective than transactional leadership.The following limitations should be acknowledged. Since the leadership behaviours only explained about 10.3% of total variance in this study, future research should consider includingInternational Journal of Asian Social Science, 2014, 4(3): 343-355353other variables that might also be important to explain organisational performance like employee satisfaction and entrepreneurial orientation.Kedua, data dalam studi ini dikumpulkan hanya dari para pemilik atas manajer UKM. Responden mungkin berlebihan mereka evaluasi pada perilaku kepemimpinan mereka serta ukuran kinerja organisasi mereka. Perlu dicatat bahwa penilaian diri pada perilaku kepemimpinan, menurut review di dalam literatur, cenderung lebih meningkat bahwa sumber lain (Muenjohn et al., 2012). Dengan demikian, itu akan bermakna di masa depan untuk melakukan penelitian empiris yang mencakup beberapa responden dari masing-masing organisasi. Untuk melakukan sebuah studi longitudinal untuk mengamati dampak dari kepemimpinan perilaku pada kinerja organisasi Layanan UKM dari waktu ke waktu juga dapat memberikan hasil yang bermakna di masa depan. Akhirnya, hal ini juga dianjurkan untuk melakukan studi banding antara dampak kepemimpinan perilaku terhadap industri yang berbeda.

Hasil (Bahasa Indonesia) 2:

Salah satu implikasi manajerial utama yang studi ini menimbulkan adalah bahwa badan yang mempromosikan kewirausahaan di Malaysia seperti UKM Corp Malaysia harus memberikan lebih fokus pada pengembangan dan peningkatan kualitas dan atribut kepemimpinan transformasional antara pengusaha di negara itu. Pemahaman yang lebih baik dari yang perilaku kepemimpinan dan dampaknya terhadap kinerja organisasi bisa membantu pengusaha untuk mengembangkan perilaku kepemimpinan yang tepat dari awal untuk memastikan efektivitas dan keberhasilan organisasi. Sebagai Bhattacharyya (2006) mengemukakan bahwa perilaku kepemimpinan yang tepat adalah penting untuk mengembangkan pembangunan kewirausahaan karena menciptakan iklim yang sesuai untuk kewirausahaan dan inovasi dalam organisasi. Hal ini membuktikan bahwa gaya kepemimpinan yang berfokus pada pemantauan ketat dan intervensi (manajemen-by-pengecualian aktif / pasif) dan fokus banyak pada pertukaran imbalan atas upaya (reward kontingen) telah menjadi kurang efektif dalam konteks jasa UKM di Malaysia .
7. KESIMPULAN DAN PEMBATASAN
Manajemen "perilaku kepemimpinan adalah salah satu faktor penting yang mempengaruhi kinerja UKM di sektor jasa karena perilaku kepemimpinan yang berbeda dapat mengembangkan efek yang berbeda pada kinerja organisasi. Secara keseluruhan, kepemimpinan transformasional adalah memiliki korelasi kuat dengan kinerja keseluruhan UKM jasa dari kepemimpinan transaksional. Antara dua perilaku kepemimpinan ini, kepemimpinan transformasional ditemukan menjadi prediktor yang lebih baik dari kinerja organisasi. Meskipun Malaysia adalah negara dengan latar belakang yang berbeda dalam budaya, masyarakat dan pengembangan kelembagaan, hasil yang sama juga diproduksi di mana kepemimpinan transformasional lebih efektif daripada kepemimpinan transaksional.
Keterbatasan berikut harus diakui. Karena perilaku kepemimpinan hanya menjelaskan sekitar 10,3% dari total varians dalam penelitian ini, penelitian masa depan harus mempertimbangkan termasuk
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variabel lain yang juga mungkin penting untuk menjelaskan kinerja organisasi seperti kepuasan karyawan dan orientasi kewirausahaan.
Kedua, data dalam penelitian ini dikumpulkan hanya dari pemilik / manajer puncak UKM. Responden mungkin telah dibesar-besarkan evaluasi mereka pada perilaku kepemimpinan mereka serta ukuran kinerja organisasi mereka. Perlu dicatat bahwa penilaian diri pada perilaku kepemimpinan, menurut tinjauan literatur, cenderung lebih meningkat bahwa sumber-sumber lain (Muenjohn et al., 2012). Dengan demikian, itu akan bermakna di masa depan untuk melakukan penelitian empiris yang mencakup beberapa responden dari masing-masing organisasi. Untuk melakukan studi longitudinal untuk mengamati dampak perilaku kepemimpinan terhadap kinerja organisasi layanan UKM dari waktu ke waktu juga bisa memberikan hasil yang berarti di masa depan. Akhirnya, juga dianjurkan untuk melakukan studi banding antara dampak perilaku kepemimpinan terhadap industri yang berbeda.