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Organizational Leadership in the Malaysian Context

In: Leading In High Growth Asia Managing Relationship for Teamwork and Change

Author

Listed:
  • Mahfooz A. Ansari

    (School of Management, University Science Malaysia, Malaysia)

  • Zainal A. Ahmad

    (School of Management, University Science Malaysia, Malaysia)

  • Rehana Aafaqi

    (School of Management, University Science Malaysia, Malaysia)

Abstract

The following sections are included:An OverviewThe Malaysian ContextThe BackdropThe Socio-Cultural MilieuThe Two Interwoven Work ValuesPreference for RelationshipsPreference for HierarchyManifestations of Interwoven ValuesThe Issue of Efective LeadershipLeadership Studies in MalaysiaLeadership PreferencesEffective Leadership StylesLeader-Member Exchange (LMX) Approach to LeadershipPower Influence Approach to LeadershipKnitting the ThreadsOrganizational Leadership in MalaysiaToward Nurturant-Task (NT) Leadership in MalaysiaThe BackgroundTheoretical AssumptionsShift in Style (NT to P)Empirical Evidence from India Supporting the NT ModelEmpirical Evidence from Malaysia Supporting the NT ModelThe Summing UpSummary and ImplicationsDirections for Future ResearchReferences

Suggested Citation

  • Mahfooz A. Ansari & Zainal A. Ahmad & Rehana Aafaqi, 2004. "Organizational Leadership in the Malaysian Context," World Scientific Book Chapters, in: Dean Tjosvold & Kwok Leung (ed.), Leading In High Growth Asia Managing Relationship for Teamwork and Change, chapter 5, pages 109-138, World Scientific Publishing Co. Pte. Ltd..
    • Handle: RePEc:wsi:wschap:9789812562135_0005
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    Citations

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    Cited by:

    1. Anna Kwiotkowska & Bożena Gajdzik & Radosław Wolniak & Jolita Vveinhardt & Magdalena Gębczyńska, 2021. "Leadership Competencies in Making Industry 4.0 Effective: The Case of Polish Heat and Power Industry," Energies, MDPI, vol. 14(14), pages 1-21, July.
    2. Weipeng Lin & Jingjing Ma & Qi Zhang & Jenny Chen Li & Feng Jiang, 2018. "How is Benevolent Leadership Linked to Employee Creativity? The Mediating Role of Leader–Member Exchange and the Moderating Role of Power Distance Orientation," Journal of Business Ethics, Springer, vol. 152(4), pages 1099-1115, November.
    3. Yu Ghee Wee & Kamarul Zaman Ahmad, 2011. "Reducing employees’ turnover intention through Hr-induced organizational citizenship behaviour: Leader-member exchange as the mediator," International Journal of Business and Social Research, LAR Center Press, vol. 1(1), pages 70-93, December.
    4. Rashidah Mohamad Ibrahim & Mazuri Abd Ghani & Noorul Hafizah Hashim & Aziz Amin, 2017. "Does Leader-Member Exchange Impact on Organizational Citizenship Behaviour Readiness? Evidence from State Government Agency," International Review of Management and Marketing, Econjournals, vol. 7(1), pages 216-221.
    5. Kenny S. L. Cheah & Zuraidah Abdullah & Min Xiao, 2022. "Mediating Role of Intra-Team Conflict between Paternalistic Leadership and Decision-Making Quality among China University’s CMT during COVID-19," IJERPH, MDPI, vol. 19(18), pages 1-19, September.
    6. Anna Kwiotkowska & Radosław Wolniak & Bożena Gajdzik & Magdalena Gębczyńska, 2022. "Configurational Paths of Leadership Competency Shortages and 4.0 Leadership Effectiveness: An fs/QCA Study," Sustainability, MDPI, vol. 14(5), pages 1-21, February.
    7. Kamilah Kamaludin & Kamil Zaki Kamaludin, 2017. "User Acceptance of the Human Resource Information System: A Study of a Private Hospital in Malaysia," International Review of Management and Marketing, Econjournals, vol. 7(2), pages 207-217.

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