Organization Behavior
ORGANIZATIONAL BEHAVIOUR
DR. NOR ASIAH BT MAHMOOD
Abdul Amir bin Abdul Malik (klc1220062)
Mohanad Taherzadeh ( klc 1220050)
INTRODUCTION
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)
DR. NOR ASIAH BT MAHMOOD
Abdul Amir bin Abdul Malik (klc1220062)
Mohanad Taherzadeh ( klc 1220050)
INTRODUCTION
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)