Examining the impact of Yukl’s leadership style on company performance: a study in the service sector

Services in China have recently emerged as the leading contributor to economic growth and job creation. It employs low-skilled workers in China's service sectors, such as tourism and retail. In terms of value-added, the service sector is the largest sector of the global economy and is crucial in more advanced economies. Businesses in this sector are concentrating on what is becoming known as the knowledge economy, or the ability to outperform competitors by understanding what target customers want and need and operating to meet those wants and needs quickly and cheaply. Almost all industries within the sector use new technology to boost production, increase speed and efficiency, and reduce the number of employees required to operate. It reduces costs while increasing revenue streams. However, when compared to Western economies, China's service sector lags. The services sector's Gross Domestic Product and employment share are small. Services trade accounts for a small portion of China's economic growth. China's new services are still in their infancy. This research aims to determine how Yukl’s leadership style impacts Chinese service organizations' performance. Due to ineffective management in guiding the staff, China is currently experiencing low performance in the firm's finance or marketing, which has resulted in low performance in the operating activities and lower productivity, which has a direct impact on the company's performance in the service industry. The research is carried out quantitatively, using questionnaire surveys to obtain data on the determinants of the company's success. Total of 384 respondents were selected to give responses to the study. The technique is used in this study is probability sampling, with systematic method. The findings showed that the hypotheses were influenced significantly and recommend to all industries because it successfully highlighted that the dimensions of Yukl’s leadership style such as transactional and transformational leadership will affect firm performance especially in the Chinese service sector about the right of leadership. The dependent and independent variables, as well as the two dimensions r2, are all 0.553, indicating that the model has good goodness of fit. This variable is responsible for 55.3 percent of China's service industry. It indicates that the model reasonably well fits the data. As a result, the results show that the model employed in this study is both relevant and acceptable. These findings may provide policymakers with critical information by implementing the Management by Objective policy in China's service sector due to underperformance in the firm's finance or marketing due to ineffective management in guiding the staff, which leads to underperformance in the operating activities and lower productivity, which directly influences the company performance in China's service industry. Company performance is significant because it indicates the company's ability to generate high profits, high product quality, market share, and better financial results over time.