Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Subject: search.filters.subject.Malaysia

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Now showing 1 - 4 of 4
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    Transformational leadership and organizational citizenship behavior: new mediating roles for trustworthiness and trust in team leaders
    (Springer Nature, 2024-08-19) Lee MCC; Lin M-H; Srinivasan PM; Carr SC
    This study investigates the pivotal role of trust in bridging the effects of transformational leadership on organizational citizenship behavior (OCB). The study was conducted using a multilevel longitudinal approach with 276 employees in 71 teams from private medium-sized organizations in Kuala Lumpur, Malaysia. Transformational leadership was found to be positively related to: (1) three facets of trustworthiness (ability, benevolence, and integrity); (2) trust in the leader; and (3) OCB. All three facets of trustworthiness mediated the relationship between transformational leadership and trust in leaders. In addition, trust in the leader mediated only the relationship between the benevolence facet of trustworthiness and OCB. As OCB is inherently benevolent, these findings not only are consistent with the principle of compatibility, but they also contribute to theorizing about ‘how’ trust plays an important role in the influence of transformational leadership on employees.
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    The United Nations (UN) Card, Identity, and Negotiations of Health among Rohingya Refugees
    (MDPI (Basel, Switzerland), 2023-02-15) Rahman MM; Dutta MJ; Plaza Del Pino FJ; Ugarte-Gurruxaga MI
    Being persecuted and expelled from Myanmar, Rohingya refugees are now distributed throughout the world. The Southeast Asian nation of Malaysia has been a preferred destination for Rohingyas fleeing Myanmar's state-sponsored genocide and more recently in a bid to change their fates from the refugee camps in Bangladesh. Refugees are one of the most vulnerable groups in Malaysia and often face dire circumstances, in which their health and wellbeing are compromised. Amidst a plethora of structural challenges, Rohingya refugees try to claim some of their rights with the aid of the UN card (UNHCR ID cards) in Malaysia. Guided by the culture-centered approach (CCA), this study examined the perspectives and experiences of healthcare among Rohingya refugees while living in Malaysia, now resettled in Aotearoa, New Zealand. The participants' narratives showed that the UN card not only materialized their refugee status in Malaysia but also offered them a way of living in a world where documents anchor the materiality of health.
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    Investigating aspects of paternalistic leadership within the job demands–resources model
    (Cambridge University Press, 2023-01-09) Lee M; Kee YJ; Lau SSY; Jan G
    The literature on the job demands–resources (JD-R) theory has flourished for the past decade due to the theory's simplicity and its applications in many areas of work life. However, the literature is lacking on how leaders can utilize this theory to manage employees, especially in the Asian leadership context. Using the JD-R theory, the current study investigated each aspect of paternalistic leadership (i.e., benevolent leadership, authoritarian leadership and moral leadership) and its influence on employees' job resources (i.e., work meaningfulness and influence at work), job demands (i.e., emotional and cognitive demands), work engagement, burnout and the processes involved. Four hundred and thirty-one (431) full-time working employees (mean age: 31.58; female: 57.8%) from various organizations in Malaysia participated in the study. Using structural equation modelling, the study's results showed that the benevolent aspect of paternalistic leadership was related to higher work engagement and lower burnout through work meaningfulness (but not through influence at work). In contrast, the authoritarian aspect of paternalistic leadership was related to higher burnout through emotional demands (but not through cognitive demands), while the moral leadership aspect had no significant relationship to employees' job demands or job resources, with a mediation process not found in either relationship. Overall, the study revealed three contrasting mechanisms for each aspect of paternalistic leadership and suggested how paternalistic leadership may be practised in Asian countries.
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    Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective.
    (The Institute of Psychology, Chinese Academy of Sciences and John Wiley & Sons Australia Lt, 2020-10) Lee MCC; Ding AYL
    With a leader being able to possess different types of leadership styles, there is a lack of literature investigating which leadership style best facilitates supervisory coaching behavior. The current study aimed to investigate which leadership style would exhibit supervisory coaching behavior, and if supervisory coaching behavior would mediate the relationship between leadership styles and job performance. The study compared the effects of three leadership styles-transformational, transactional, and empowering leadership-on supervisory coaching behavior, which has been reported to influence job performance. A multilevel approach was adopted in this study using 500 employees from 65 organizations within Malaysia. The study found that only empowering and transactional leadership styles exhibited supervisory coaching behavior, which in turn mediated their relationships with job performance. Overall, the findings suggest the importance of leadership styles that prioritize employee development, as these would lead to improved job performance in employees.