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Feb 15, 2012 - This study aims to examine leadership behavior among Takaful agents or representatives on the performance

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African Journal of Business Management Vol. 6(6), pp. 2291-2298, 15 February, 2012 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.1874 ISSN 1993-8233 ©2012 Academic Journals

Full Length Research Paper

Leadership behavior and performance: A case study of Takaful representatives in Malaysia Mohamad Abdul Hamid1*, Nik Mutasim Nik Ab Rahman2 and Norfaizah Mat Nor3 1

School of Management and Institute of West Asian Studies (IKRAB), Universiti Kebangsaan Malaysia, 43600 Bangi, Selangor, Malaysia. 2 Graduate School of Business, Universiti Kebangsaan Malaysi (UKM), 43600 Bangi, Selangor, Malaysia. 3 College of Business Management and Accounting Universiti Tenaga Nasional, Malaysia. Accepted 9 September, 2011

This study aims to examine leadership behavior among Takaful agents or representatives on the performance of Takaful industry in Malaysia. Current technological developments have changed the pattern of distribution and marketing system of Takaful products. Takaful operators still appoint an agent to attract and convince customers of Takaful products. An agent should have a strong selfconfidence to be a representative, high communication skill (persuasiveness), understand what to do (initiating structure), comprehend customer needs, meet customer demands (consideration) and so forth. In this study, Takaful agents have been surveyed regarding their leadership behavior. Initiating structure, consideration, representation and persuasiveness were found to be positively related to the performance of Takaful industry in Malaysia. These findings may help all parties, which are related to Takaful industry, that is, regulators such as Bank Negara, agencies and agents himself can play the role in enhancing the performance among Takaful agents for Takaful industry in Malaysia. Key words: Takaful, agents, leadership behaviour and performance.

INTRODUCTION The existence of conventional insurance was contradicted with Shariah compliance and declaring as haram (forbidden) by Islamic fiqh Academy of OIC Countries in 1985. There is also a need for Muslim to join to insure themselves in Islamic way. Muslims have to do what Islam has asked and avoid what Islam has prohibited. In everyday life, a Muslim has to deal with any business according to Shariah. It is the same thing when it goes to insurance. The emergence of Islamic insurance as an alternative of conventional insurance, in which according to Shariah is not in line, due to Riba (interest), Gharar (uncertainty), and Maysir (gambling). This initiated the emergence of the first Islamic insurance in Sudan in 1979. According to Hameed and Nahar (2006), Islamic insurance is commonly referred to as Takaful, which being derived from the Arabic word Kafalah, is a concept of mutual cooperation to guarantee mutual protection

*Corresponding author. E-mail: [email protected].

of the members. This mutual guarantee is provided by a group of people against a defined risk or catastrophe befalling one‟s life, property or any form of valuable things (Lim et al., 2010). The development of Takaful industry in Malaysia is expanding rapidly and Takaful products itself gain a good response from customer. Takaful development continues to be well known because it is highly stressed here that agents play an utmost important role in order to attract people to buy Takaful products. As such, most of the companies use agents to market their product. Like conventional insurance product, Takaful product is a sold and not bought product. Meaning, only a small number of customers will buy Takaful policy voluntarily from Takaful operators or agents. Thus, it is clearly showed that Takaful operators highly depend on the active agents in order to develop customers‟ confidence on the Takaful products. However, there are two categories of agent - full or part time agents. The obvious weakness of part time agents is less skill to attract and maintain their customer. They also do not know how to communicate, give a brief explanation

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and convince the customer about Takaful products. These problems will lead to low sale productivity, decrease agents motivation to give full commitment as a good agent and it is not impossible they tend to leave this industry. It shows that leadership behavior among agents is essential in order to be good agents. Thus, agents have a major impact in the financial success of a Takaful operator. Because of that, Takaful operators should give more attention in order to have an aggressive agent with a positive attitude and effective performance as a whole in the future. The performance of Islamic insurance, well known as Takaful, has showed a remarkable growth from time to time. It can be seen by a lot of Takaful operators in the present day and an average growth rate is 20% per year (Lim et al., 2010). As a result, it is an interesting subject to be discussed. The Takaful industry has a huge potential to be emphasized. However, there are still many people who do not know what Takaful is, and the term Takaful itself seems unfamiliar since it is an Arabic term. Furthermore, this is one of the challenges which must be faced and answered by the Takaful industry; for it to be well known. Other than that, the important role played by agents become an interesting issue to be analyzed in order to find out how agents leadership behaviour like initiating structure, consideration, representative and persuasiveness impact on the performance of Takaful industry as a whole. Nowadays, distribution system for life insurance has been changed dramatically over time. Traditional methods for selling insurance have been substantially modified and new marketing models have emerged (Rejda, 2003). Although, some insurers employ a new marketing system such as direct mail, print, telemarketing, broadcast advertising or internet to market their products and services, a traditional method, that is, agents, seem to be the driving marketing force for most companies (Dubinsky et al., 1988). This study is setting out to examine the impact of leadership behaviour among Takaful agents on the performance of Takaful industry in Malaysia. The objectives of the study are: 1. To identify whether there is a relationship between agents‟ leadership behaviour (initiating structure, consideration, representative and persuasiveness) and the performance of Takaful industry in Malaysia. 2. To determine the impact of leadership behaviour among agents on the performance of Takaful industry in Malaysia. This research focuses on the impact of leadership behaviour among Takaful agents on the performance of Takaful industry in Malaysia through the initiating structure, consideration of an agent of the customer, how the agent acts as representative and good spokesman (persuasiveness) for the Takaful agency in order to

attract and gain customers. Since then until now, most insurance companies or Takaful operators will use an agent to assist in increasing product sales (Dubinsky et al., 1988).

LITERATURE REVIEW Leadership has been defined in terms of individual traits, behaviour, influence over other people, interaction patterns, role relationships, occupation of an administrative position, and perception by others regarding legitimacy of influence (Yukl, 2010). Stogdill (1974) defines leadership behaviour as that which leaders use to influence a group of people towards the achievement of goals. Leadership is an interaction between two or more members of a group that often involves a structuring or restructuring of the situation and the perceptions and expectations of members, and is concerned with three things; leaders, followers and their interactions (Hasbullah, 2008). Some other definitions are as follows: 1. Leadership is “the behaviour of an individual when he is directing the activities of a group toward a shared goal” (Hemphill and Coons, 1957). 2. Leadership is “a particular type of power relationship characterized by a group member‟s perception that another group member has the right to prescribe behaviour patterns for the former regarding his activity as a group member” (Janda, 1960). 3. Leadership is “an interaction between persons in which one presents information of a sort and in such a manner that the other becomes convinced that his outcome will be improved if he behaves in the manner suggested or desired” (Jacobs, 1970). 4. Leadership is “the initiation and maintenance of structure in expectation and interaction” (Stogdill, 1974) 5. Leadership is “the influential increment over and above mechanical compliance with the routine directives of the organization” (Katz and Kahn, 1978). 6. Leadership is “the process of influencing the activities of an organized group toward goal achievement” (Roach and Behling, 1984). 7. Leadership is the “the process of influencing employees to work toward the achievement of objectives” (Lussier, 1990). 8. Leadership is “the ability to influence a group toward the achievement of goals” (Robbins, 1993). 9. Leadership as an interpersonal process through which a leader directs the activities of individuals or groups towards the purposeful pursuance of given objectives within a particular situation by means of communication. (Gerber et al., 1996). 10. Leadership as the behaviour of an individual when that person is directing and coordinating the activities of a Group toward the accomplishment of a shared goal

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(Rowden, 2000). Slocum et al. (2008) argue that when people think of „leaders‟, they often think of famous people in the position of power. But not all leaders are as famous as the CEOs of America‟s largest companies. Leaders can be found at all levels of an organization and in all spheres of life. Although we focus here on leaders in business, much of what has been learned about leadership has come from observations and research on political leaders, religious leaders, and even student. Leadership is an influence relationship between leaders and followers who strive for real change and outcomes that reflect their shared purposes. It takes many forms and can be used for a wide variety of purposes (Slocum et al., 2008). Different concepts between researchers in their field study of leadership will lead to different interpretation of the results and meaning. However, in particular, it has been argued that follower perceptions are critical because only those who are perceived as leaders are allowed the discretion and influence to lead effectively (Lord and Maher, 1993). Thus, leaders can only be effective only if followers are willing to be led.

Leadership behavior Two leadership behavior dimensions are initiating structure and consideration. According to Benson (1998), Ohio State University (1940‟s) pioneered behavioral leadership research. The goal of these studies was to identify those leadership behaviors necessary for effective leadership. The studies concentrated on relating specific leadership behaviors to attainment of group or organizational goals. Initially, over 1800 behaviors were brainstormed as essential. This list was subsequently paired to a more manageable 150 behaviors, and then, factor analysis was used to further refine the behaviors into two large categories: considerate and initiating structure. Considerate behaviors are similar to group maintenance behaviors, while initiating behaviors resemble task-oriented behaviors. Ohio State University (OSU) sought to establish a relationship between leader behaviors and leader effectiveness. A questionnaire called the Leadership Behavior Description Questionnaire (LBDQ) was used to demonstrate the relationship. The survey was given to subordinates of 57 production foremen. The hypothesis was that foremen could be considered the most effective leaders when they had low rates in both voluntary turn over and written grievances. The findings weren‟t surprising; foremen with high levels of considerate behavior tended to have more favorable effectiveness rating while similarly, foremen with low initiating structure behavior had more favorable effectiveness ratings. The conclusion was that a relatively high degree of considerate behavior with a relatively low degree of initiating structure behavior led to the most effective leaders in the organization (Benson, 1998).

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The studies fell short, most notably in the lack of establishing a clear causal relationship. Did high considerate behavior cause more productive followers or did more productive followers cause higher considerate behavior from the leader? The more studies that were completed using the LBDQ, the more inconsistent the results. Lastly, the most significant development to come out of the OSU studies was that effective leaders are considerate to their followers. This was not “an earthshattering” revelation. Shortly after Ohio State started examining behavioral leadership, the University of Michigan began similar studies (Benson, 1998). Referring to Yuki (1981), initiating structure concerns the degree to which a leader directs subordinates, clarify their roles and plans, coordinates, problem solves, criticizes and pressure them to perform better. Thus, initiating structure is manifested by task-oriented behavior. Another definition for initiating structure is leader initiating structure which is the degree to which a supervisor defines his/her own role and the roles of subordinates toward attainment of the group's goals. Some examples include assigning tasks, specifying procedures, planning and scheduling work, communicating the importance of meeting deadlines, and maintaining definite standards of performance (Stodgill, 1963). Keller (2006) argues that initiating structure has been seriously neglected in the past 15 years. Similarly, Judge et al. (2004) referred to initiating structure as the "forgotten one" of leadership research since 1987 and suggest there should be a renewed interest in this leadership style. Supervisory consideration is the degree to which a superior develops a work climate of psychological support, mutual trust and respect, helpfulness, and friendliness. Some examples include finding time to listen to employees' problems, consulting with workers on important issues, treating employees as equals, and being willing to accept a worker's suggestion (Stodgill, 1963). Thus, supervisory consideration lends congeniality to the work environment that can both enhance workers' emotional needs, as well as the development of social involvements. Prior researchers such as Churchill et al. (1985) suggest that initiating structure and consideration are generally inversely associated with role conflict and ambiguity. Published research has ascertained that job satisfaction and performance tends to be positively related to initiating structure and consideration. As stated by Kasturi (2006), performance of an organization is the outcome of activities of individuals and units of the organization. Except for the external influences on individual behavior and personal traits, organizations can either influence or control all factors affecting the performance of individuals and units through formal and informal means. Some of the formal means of controlling units‟ activities are structure, operating manuals, standard operating procedures, charters, and

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budgets. Greater influence on individuals can be exercised informally through communication, work culture, management style. In a comprehensive review of salesperson performance studies, Churchill et al. (1985) note that performance has traditionally been defined in terms of salesperson behavior which has been evaluated in light of its contributions to the goals of the organization. Dubinsky et al. (1988) defined performance as the manner in which the individual executes his or her tasks, responsibilities and assignments. Previous investigations have discovered that performance generally, is positively related to initiating structure and consideration. Performance of insurance company in financial terms is normally expressed in net premium earned, profitability from underwriting activities, annual turnover, return on investment, return on equity etc. These measures can be classified as profit performance measures and investment performance measures (Kasturi, 2006). Budget variances measure the financial performance of each unit. Performance of each branch includes both financial and non-financial performance. Financial performance for branches can be divided as profit performance and investment performance. These are expressed in terms of turnover, gross and net profits, return on investment, return on capital employed, etc. (Kasturi, 2006). Some of the non-financial performance measures may include growth in number of policies, market share of the branch or division in the local area, company‟s market share in total, number of branches and divisions, Speed in policy processing, speed in delivery of the policy notes, timely reminders to the customers, number of drop outs from the policies, growth in products and product lines, customer satisfaction, speed in settlement of claims, employee training, research and development, market intelligence and surveys, number of policies per agent, agents training, retention of efficient agents, etc. (Kasturi, 2006).

Dependent variables i) Initiating structure: The degree to which a leader directs subordinates, clarify their role and plans, coordinate problem solves, criticizes and pressure them to perform better. ii) Consideration: the degree, to which a leader is supportive, friendly and considerate of subordinates, consults with them, represents their interests, has open communication with them and recognizes their contribution. iii) Representation: The degree to which a leader is speaks and acts as the representative of the group. iv) Persuasiveness: The degree to which a leader is using persuasion and argument effectively; exhibits strong convictions. Independent variables Performance of Takaful industry in Malaysia (the manner in which the individual executes his/her tasks, responsibilities and assignments).

HYPOTHESIS H1: Initiating structure H1: There is a relationship between initiating structure and the performance of takaful industry in Malaysia.

H2: Consideration H2: There is a relationship between consideration and the performance of takaful industry in Malaysia.

H3: Representation H3: There is a relationship between representation and the performance of takaful industry in Malaysia. H4: Persuasiveness H4: There is a relationship between persuasiveness and the performance of takaful industry in Malaysia.

RESEARCH METHODOLOGY 170 questionnaires were distributed to respondents which come from the agents of Takaful operator in Malaysia. The questionnaire was designed into two parts, that is, Parts A and B. Part A was divided into 5 sections which contained initiating structure, consideration, representation, persuasiveness (independent variable) and Takaful performance (dependent variable). Part B is demographic factors where the respondent background was collected such as gender, age, race, religion, Takaful operator respondent work for, work position, duration work in the industry and through the currently Takaful agency and empowerment status. In this study, the target populations are agents of Takaful operator in Malaysia. The reason for using a sample, rather than collecting data from the entire population, is self evident. Studying a sample is likely to produce more reliable results. 170 people were selected randomly among agents of Takaful operator in Malaysia. The Statistical Package for Social Science (SPSS) 17.0 is used to analyze the data obtained from the sample of population. The types of data analysis technique consist of frequency distribution, reliability, regression analysis and correlation.

DATA ANALYSIS AND FINDINGS In conducting this research, 170 questionnaires were distributed and 73.5% (125) of the questionnaires were returned back by the cooperative respondents with answered results. High response rate was due to self collection, directly from the agents. The results of data analysis are divided into four different parts, which are frequencies analysis, reliability analysis on related variables engaged in the study, multiple regression to see the most important leadership behaviour factors impact on the dependent variable and the analysis on correlation in order to identify whether there is any relationship between independent variables (initiating structure, consideration, representation and persuasiveness) and dependent variable (performance of Takaful industry).

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Table 1. Cronbach‟s alpha reliability coefficients for the variable.

Variable Initiating structure Consideration Representation Persuasiveness Performance

Cronbach’s alpha 0.952 0.764 0.932 0.813 0.859

The result indicates that the Cronbach‟s alpha for the independent and dependent variable is 0.922. The closer the reliability coefficient gets to 1.0, the better. In general, the overall reliabilities coefficient is 0.922, which is good. Therefore, the consistency reliabilities of the measure used in this study can be considered to be good. Based on Table 1 and 2, it shows that male respondents contribute to a larger percentage which is 59.2% as compared with female respondents (40.8%). Most (44%) of the respondents are among 20 to 29 years old. 26.4% respondents are among 30 to 39 years old. There are 22.4% respondents who were aged between 40 to 49 years old. 6.4% of respondents are in the range of 50 years or over. A respondent in the age range of less than 20 years is only 0.8% which contributes to the lowest age range of respondents. It is also clearly stated that most of the respondents in this study consist of Malay which stands at 92.8% (116), followed by 6.4% (8) Chinese respondents and only 0.8% (1) of the respondent come from Indian race. This indicates that 92.8% of respondents are Muslims and the rest of 7.2% respondents are nonMuslim. Question five asked about the Takaful operator represented by the respondents. Result presents that majority (37.6%) of the respondents are from Etiqa Takaful Berhad. This is followed by 34.4% of the respondent representing Takaful Ikhlas Sdn. Bhd. There are about 15.2% of the respondents who come from Prudential BSN Takaful Berhad and 8.8% from Syarikat Takaful Malaysia Berhad. There are 2.4% of respondents from others Takaful operators, while only 0.8% of respondents come from CIMB Aviva Takaful Berhad and MAA Takaful Berhad. Next, result also shows that most (76.8%) respondents are from ordinary agents, followed by the agency managers (16%). Only 7.2% of the total respondents consist of unit managers. The next question describes the duration of agents work in Takaful industry. Most (33.6%) of the respondents had experience of 1 to 2 years in the Takaful industry. This was followed closely by 28.8% respondents who had worked less than 1 year. A total of 23.2% respondents were working in the industry for 3 to 5 years. At least 2.4% of the respondents get involved in the industry for more than 10 years. Information about duration of respondent working through this Takaful agency has also been collected. It is found that majority of 36.8% respondents have been working on this Takaful

Number of items 9 7 5 7 9

agency within 1 to 2 years. It is followed by 29.6% of respondents who worked less than a year. It is also stated that only 22.4% respondents work within 3 to 5 years. Lowest data are those who work within 6 to 10 years from a total of 11.2% respondents. Mostly, 64.8% of respondent are full-time agents. Table 3 shows descriptive statistics of the respondents. It may be mentioned that all variables were tapped on a 7-point scale. From the results, it may be seen that the mean on initiating structure is about somewhat agree (5.9778) on a 7-point scale, as was the mean on consideration (5.2091). Representation is also about somewhat agree at 5.9696 on a 7-point scale, relatively same with mean of persuasiveness (5.7577). The mean of 5.8818 on 7-point scale for performance of Takaful industry indicates that most of the respondents are somewhat agree on the level of performance of Takaful industry. The minimum of 1.44 indicates that there are some who seriously disagree with the performance of Takaful industry at all and the maximum of 7.00 indicates that some are seriously agree with the performance of Takaful industry in Malaysia. Table 4 presents the correlation between all independent variables and dependent variable. Based on the table, it shows that there is significant and high positive relationship between initiating structure and performance of Takaful industry in Malaysia. The value of the Pearson correlation is 0.732 significant at 0.000 level (any value less than 0.050 are significant). However, there is significant and moderate positive relationship between considerations with the dependent variables (performance of Takaful industry in Malaysia). The value of the Pearson correlation is 0.567 significant at 0.000 level (any value less than 0.050 are significant). Furthermore, the relationship between representation and persuasiveness with dependent variable is significant and high positive relationship. The correlation value for representation and persuasiveness is 0.764 and 0.834 significant at 0.000 levels. Thus, it can be concluded that there is a positive relationship between leadership behaviour factors (initiating structure, consideration, representative and persuasiveness) among agents and performance of Takaful industry in Malaysia. Multiple regression technique is used to determine which one is the main factor of leadership behaviour among agents that contributes to the performance of

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Table 2. Summary of frequency analysis.

Profile

Frequency 74 51

Percent 59.2 40.8

Age

Under 20 20-29 30-39 40-49 50 or Over

1 55 33 28 8

0.8 44.0 26.4 22.4 6.4

Race

Malay Chinese Indian

116 8 1

92.8 6.4 0.8

Religion

Muslim Non-Muslim

116 9

92.8 7.2

Takaful operator

CIMB Aviva Takaful Berhad Prudential BSN Takaful Berhad Syarikat Takaful Malaysia Berhad Takaful Ikhlas Sdn. Bhd. MAA Takaful Berhad Etiqa Takaful Berhad Others

1 19 11 43 1 47 3

0.8 15.2 8.8 34.4 0.8 37.6 2.4

Position

Ordinary agent (representative) Unit manager Agency manager

96 9 20

76.8 7.2 16

Long work in

Less than 1 year 1-2 years 3-5 years 6-10 years More than 10 years

36 42 29 15 3

28.8 33.6 23.2 12 2.4

Long work through

Less than 1 year 1-2 years 3-5 years 6-10 years

37 46 28 14

29.6 36.8 22.4 11.2

Empowerment status

Full-time Part-time

81 44

64.8 35.2

Gender

Description Male Female

Takaful industry in Malaysia. Initially, the inter correlations among the four variables are taken into account. According to Table 5, the R (0.855) is the correlation of the four variables with the dependent variable. As shown 2 in the table, R (0.731) is the explained variance. It means that 73.1% of the variance in performance of Takaful industry in Malaysia has been significantly explained by the four leadership behaviour factors among

agents that are initiating structure, consideration, representation and persuasiveness as well. Table 6 indicates whether the proportion of variance explained by the model summary is significant or otherwise. Furthermore, it shows whether the overall effect of four independent variables on performance is significant or not. From Table 6, it is important to emphasize the fact that p value is significant at 0.000 which is below 0.05

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Table 3. Descriptive statistics.

Variable Initiating structure Consideration Representation Persuasiveness Performance

N 125 125 125 125 125

Minimum 2.44 2.43 1.40 1.86 1.44

Maximum 7.00 7.00 7.00 7.00 7.00

Mean 5.9778 5.2091 5.9696 5.7577 5.8818

Std. deviation 0.78504 0.96645 0.94359 0.81748 0.80542

Table 4. Pearson correlation.

Variable Initiating Structure (IS) Consideration (CON) Representation (REP) Persuasiveness (PER) Performance (PEF)

IS 1 0.584** 0.791** 0.794** 0.732**

CON 0.584** 1 0.484** 0.664** 0.567**

REP 0.791** 0.484** 1 0.778** 0.764**

PER 0.794** 0.664** 0.778** 1 0.834**

PEF 0.732** 0.567** 0.764** 0.834** 1

Table 5. Model summary.

Model 1

R a 0.855

2

R 0.731

Adjusted R 0.722

2

Standard error of the estimate 0.42452

a

Predictors: (constant), PER, CON, REP, IS.

Table 6. ANOVA.

Model 1 Regression Residual Total

Sum of squares 58.813 21.626 80.438

df 4 120 124

Mean square 14.703 0.180

F 81.588

Sig. a 0.000

a

Predictors: (constant), PER, CON, REP, IS; bdependent variable: PEF

Table 7. Coefficients.

Model 1

(Constant) Initiating structure Consideration Representation Persuasion

Unstandardized coefficients B Standard error 0.856 0.300 0.057 0.091 0.028 0.054 0.230 0.073 0.550 0.093

Standardized coefficients Beta 0.055 0.033 0.270 0.558

t

Sig.

2.854 0.623 0.513 3.161 5.938

0.005 0.534 0.609 0.002 0.000

a

Dependent Variable: Performance of Takaful industry.

level. Thus, we can conclude that the overall model is significant. That is, the variables (initiating structure, consideration, representation and persuasiveness) have a significant combined effect on the dependent variable (takaful performance).

Based on Table 7, it shows which one among the four variables influences most the variance in performance of Takaful industry in Malaysia, that is to say, the most important factor. The column beta shows that the highest value in the beta under column standardized coefficients

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is 0.558 for persuasion among agents which is significant at 0.000 levels. Compared to other factor such as representation, it shows the value of 0.270 and significant at level of 0.002. The lowest value is 0.033 for the consideration at significant level 0.609. It can be explain that the main factor contribute to the performance of Takaful industry in Malaysia is persuasion among agents. The overall model explained that 73.1% of variance in overall performance of Takaful industry in Malaysia, was revealed to be statistically significant (F (4, 120) = 81.588, p < 0.001).

Conclusion This study shows that leadership behaviors have significant relationship with Takaful performance. Those additional data may help all parties, which are related to Takaful industry, that is, regulators such as Bank Negara, agencies and agents himself can play the role in enhancing the performance among Takaful agents. It is very useful to conduct a research for a Takaful company and take the agent himself as respondent. This is because Takaful agents are those who have experience with the customer to sell the product. Therefore, their contribution and opinion may help very much in improving the product level and performances of Takaful industry as a whole. Studies directly linking leadership behaviour and performance agents should be carried out in more detail in the near future. This can be done by using a larger sample size in order to raise awareness of the importance of having the Takaful agent who has good leadership behaviour. REFERENCES Benson LM (1998). Leadership Behaviors at Air War College, Maxwell Air Force Base, Alabama. Churchill GA Jr., Ford NM, Hartley SW, Walker OC Jr (1985). The Determinants of Salesperson Performance: A Meta-Analysis. J. Mark. Res., XXII: 103-118. Dubinsky AJ, Childers TL, Skinner SJ, Gencturk E (1988). Impact of Sales Supervisor Leadership Behavior on Insurance Agent Attitudes and Performance. J. Risk, Insur., 55:132-144. Gerber PD, Nel PS, Van Dyk PS (1996). Human Resource Management, 3rd Edition. Johannesburg: International Thompson Publishing.

Hameed S, Nahar HS (2006), A Review of Takaful Accounting Regulations and Practices in Malaysia. www.scribd.com Hemphill JK, Coons AE (1957). Development of the leader behavior description questionnaire. In RM Stogdill and AE Coons (Eds), Leader behavior; Its description and measurement. Columbus OH: Bureau of Business Research, Ohio State University. Insurance Annual Report, 2005. Jacobs TO (1970), Leadership and exchange in formal organizations. Alexandria, VA: Human Resources Research Organization.JAMIN Report 1998. Janda KF (1960). Towards the explication of the concept of leadership in terms of the concept of power. Hum. Relat., 13, 345-363. Kasturi R (2006). Performance Management in Insurance Corporation. J. Bus. Adm. Online, 5(1), 157-163. Katz D, Kahn RL (1978). The social psychology of organizations. (2nd ed.) New York: John Wiley. Keller R (2006). Transformational Leadership, Initiating Structure, and Substitutes for Leadership: A Longitudinal Study longitudinal study of Research and Development Project Team Performance. J. Appl. Psychol., 91(1): 202-210. Lim J, Muhammad FI, Yura C (2010). History, Progress and Future Challenge of Islamic Insurance (Takaful) In Malaysia. Lord RG, Maher KJ (1993). Leadership and Information Processing: Linking Perceptions and Performance, Unwin Hyman, Boston, MA. Lussier RN (1990). Human Relations in Organizations, Dow Jones Irwin, Homewood, IL. Rejda GE (2003). Principles of Risk Management and Insurance, 8th Edition, Addison Wesley, Pearson Education Inc., 25: 519. Roach CF, Behling O (1984). Functionalism: Basis for an alternate approach to the study of leadership. In J.G. Hunt, D.M. Hosking, C.A. Schriesheim, & R. Stewart (Eds.), Leaders and managers : International perspectives on managerial behavior and leadership. Elmsford, NY: Pergamon Press. Robbins SP (1993). Organizational Behavior, 6th ed., Prentice-Hall, Englewood Cliffs, NJ. Rowden RW (2000). The relationship between charismatic leadership behaviours and organizational commitment. Leadersh. Organ. Dev. J., 21(1): 30–35. Slocum JW, Jacson SE, Hellriegel D (2008). Competency-Based Management. Mason, OH: Thomson South western. Stogdill RM (1963). Manual for the Leader Behavior Description Questionnaire--Form XII. Columbus, OH: Bureau of Business Research, Ohio State University. Stogdill RM (1974). Handbook of Leadership: A Survey of the Literature, New York: Free Press. Stogdill RM (1974). Handbook of Leadership: A Survey of Theory and Research, Free Press, New York, N.Y. Yukl G (2010). Leadership in Organizations, 7th Edition, New Jersey: Pearson Education.

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