DR. NOR ASIAH BT MAHMOOD
Abdul Amir bin Abdul Malik (klc1220062)
Mohanad Taherzadeh ( klc 1220050)
In the past, the leadership style of Malaysian managers has been different from our Western counterparts due to strong cultural differences. However, with the advent of knowledge economy and the transformation of workforce, leadership style of Malaysian managers is said to be altered. This research explored the current state of leadership style among Malaysian managers and its effect on the perception of effectiveness. A survey method was employed and the data was drawn from subordinates who were working in private and public sectors in the Klang Valley area. When compared to past literature, the results imply that a shift has taken place primarily with regards to autocratic leadership. Respondents attributed leadership effectiveness to the use of participative and nurturant-task leader behavior. Gender differences were not significantly evident. Reading most Management textbooks would readily reveal that leadership is one of the four management function that needs to be assumed by any manager. Although numerous studies of effective leadership style for managers have been undertaken in the past, interviews conducted with practitioners and indications identified through literature review revealed that the leadership styles that were perceived to be effective in the Malaysian context formerly may no longer bear significance in the current scenario. For example, several managers and subordinates who were interviewed in the process of this study strongly stated that autocratic style that used to be predominant in Malaysian organizations can no longer be relied upon. In fact they felt that they have the competence needed to carry out their job effectively without needing their superior to keep a watchful eye over them or to tell them exactly what or how to do their job. Fundamentally, they perceive their superior (managers) to be effective if their display a personalized and flexible leadership style. The informal interviews conducted further revealed another pertinent finding. Subordinates who perceived their leaders to be effective readily divulged that they feel more respect towards their superior and therefore were willing to exert more effort to achieve the objectives set. This study is a very basic study that intends to empirically explore the type of leadership style embraced by managers in Malaysia, and determine if the style adopted would significantly influence subordinate’s perception of managerial effectiveness. Three main dimensions—autocratic/directive, participative, nurturant-task—is used to represent leadership styles in this study.
However, we should take note that these three leadership styles would be referred to as leader behavior interchangeably as these dimensions were measured using statements that represented leader behavior. We compared our empirical results with the findings of past research on the same topic to determine if a transformation is evident. Furthermore, we intend to investigate the effect of gender differences onto the relationship between leadership style and perception of managerial effectiveness. Definition of Leadership
Leadership is one of the most widely discussed topics today; at the same time, it is one of the most elusive and puzzling subjects. However, it need not be mystical or mysterious. Neither the understanding of leadership nor the act of leading is limited to just a few, special leaders. Many people have the potential to become effective leaders. What’s more, leadership in any group or organization is not limited to those in elected or appointed positions. While people differ in potential, almost anyone can become a more effective leader. The keys are increased knowledge of leadership concepts and increased self-understanding.The most current efforts to understand leadership and to improve leadership effectiveness in...