THE SOCIAL IMPACTS ON LEADERSHIP IN HIGHER EDUCATION IN MALAYSIA

  • Jane Teng Yan Fang Universiti Pendidikan Sultan Idris
Keywords: Leadership, Higher education, Social impact, Culture, Communication

Abstract

The study investigated the external factors specifically on the social impacts towards leadership in Higher education in Malaysia. The paper aims to highlight the social impacts in the areas namely, indirect communication, preserving face, status gap, self-interest, and Malaysian culture towards the leadership in higher institutions. The study employed a qualitative paradigm where a total of thirty two respondents were interviewed. The findings show that social impacts contribute significantly towards the construction of leadership and leadership effectiveness at Higher Education in Malaysia. Thus, this implies that leadership is being constructed by the surrounding environment, that a simple formula for leadership does not exist.

Downloads

Download data is not yet available.

References

Carrol, B., Levy, L., & Richmond, D. (2008). Leadership as Practice. Challenging the Competency Paradigm. Vol 4, 363 ‒ 376.

Cherry, K. (2013 ).The great man theory of leadership: A brief overview of the great Man theory of leadership. about.com Psychology.

Davies J., Hides M.T., & Casey S. (2001). Total Quality Management. Volume 12, Numbers 7‒8, 1, pp. 102 ‒1030(6).

Ford, J. (2010). Studying leadership critically: a psychosocial lens on leadership identities. Leadership Journal, 6(1), 1 ‒ 19.

Hall, J. W. (1998). Leadership in accreditation and networked learning. The American Journal of Distance Education,. 12 (2), 5 ‒ 15.

Hay, M. (2008). Research into teacher effectiveness: A model of teacher effectiveness. London: DfEE, DfEE Research Report 216.

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviours, institutions, and organizations across nations (Second Edition). Thousand Oaks, California: Sage Publications, Inc.

HAslam, S.A. (2001). Psychology in organizations: The social identity approach. London: Sage.

Jane, T. Thuraiya, Z. & Suzyanthy, M. S. (2011). The best practices of transformational leadership in developing qualities of good teachers. Journal of Contemporary Issues and Thought, 1, 147 ‒ 155.

Kennedy, J.C. (2002). Leadership in Malaysia: Traditional values, international outlook. Academy of Management Executive 16(3), 15 ‒ 26.

Lassey, W. R. & Fernanadez, R. R. (1976). Leadership and social change. California: University Associates.

Lee, M. N. N. (2000). Expanding the State Role in Malaysian Higher Education. International Higher Education, 20, 20 – 21.

Mansor, N. & Kennedy, J. (2000). Malaysian culture and the leadership of organizations: A Globe study. Malaysian Management Review, Vol. 35, Issue, 2.

Middlehurst, R. & Elton, L. (1992). Studies in Higher Education, Vol 17, Number 3, 1992, pp. 251 ‒ 264(14).

McCaffery, P. (2010). The Higher Education Manager’s Handbook. New York: Routhledge Falmer.
Published
2019-03-06
How to Cite
Teng Yan Fang, J. (2019). THE SOCIAL IMPACTS ON LEADERSHIP IN HIGHER EDUCATION IN MALAYSIA. Journal of Contemporary Issues and Thought, 3, 1-11. Retrieved from https://ejournal.upsi.edu.my/index.php/JCIT/article/view/972