Mahathir Bin Mohamad was born in the year 1925 and he is currently the Prime Minister of Malaysia, overseeing the country’s transition to an industrialised nation. Mahathir was first elected in the year 1954 in Parliament as a member of UMNO (United Malays National Organisation) and in the year 1981, he became the Prime Minister of Malaysia. Mahathir Bin Mohamed’s long Prime Ministry provided Malaysia economic growth, political stability and development of foreign investment, reduced tax tariff and tax structure (Britannica.com, 2018). Under the leadership of Mahathir, Malaysia prospered economically as a sign of raising the literacy rate, expanding the middle class and growing the manufacturing sector. In the year 1990, Malaysia entered a depression and it caused the rift between Mahathir and his aspirant. Mahathir stated openly that to be a great leader, one needs to have good strategies, be knowledgeable and able to predict the future (Thestar.com.my, 2018).
Authentic leadership is associated with passion, purpose, values and behaviour, self-discipline and consistency, relationship and connectedness and heart and compassion. As stated by Leroy et al., (2018), authentic leaders always have the sense of purpose as the leaders know what they are about and where they want to go. Authentic leaders are majorly passionate about what they are doing and they are intrinsically motivated to inspire others. Authentic leaders also have the values and they manifest their values with their behaviour. In addition, authentic leaders create their relationships with other people and they have a connectedness with whom they can inspire. Another dimension of the authentic leader is that self-discipline and it provides focus and determination to the leaders. Authentic leaders have the special ability to set the objective and move forward towards the objective with consistency (Northouse, 2018).
Mahathir Bin Mohamad often talks to the common people about his work and personal life, listens when the people talk about their lives. Mahathir Bin Mohamad is open about what changes are happening and the thought process behind the changes. In campaigning session, Mahathir crisscrossed Malaysia Peninsular for speeches and rallies (My.asiatatler.com, 2018). Mahathir is known for his humour and wit in English and Malay; he describes the glory of the nation and reforms the country as an economic powerhouse. The connectedness with common people and his compassion for the citizens of Malaysia simplifies the complex issues for the layman.
Charismatic leadership is the process of motivating and encouraging behaviours in others through eloquent communication, the force of personality and power of persuasion (Shamir, Arthur & House, 2018). Charismatic leaders often motivate the followers in order to get the things done or develop the ways to work in a proper way. The charismatic leaders accomplished their work by conjuring the eagerness, rant and goal of the leaders. The charismatic leadership style shares the ability to communicate with the followers leading an emotional and profound level of touch. Charismatic leadership provides the ability to articulate the compelling vision and captivating capacity to urge strong emotions. Charismatic leaders have the capacity to decipher and dissect any inefficiency within the team.
Mahathir Bin Mohamad can eloquently speak as the night before the day of the election, thousands of Malaysian people watched Mahathir speaking up his aspiration to make new and reformed Malaysia. His gift of the gab is heartfelt and his powerful speech comes out for his favour. Mahathir understands the change in society and among the Malaysians people and his speech and behaviour hone addressing the potential donors and supporters (Chong & Balakrishnan, 2016). Mahathir’s characteristics exude personal charisma and it emerges from his critical thinking and experiences and risk-taking ability.
Narcissistic leadership is associated with the characteristics of the actively self-promoting, grandiose; these leaders are skilled orators and have creative strategies. Narcissistic leaders have their own vision and they have the ability to attract and inspire the followers (Ong et al., 2016). According to Ong et al., (2016), narcissistic leaders are interested in themselves and they only prioritise their interests showing the characteristics of dominance, arrogance and hostility. Narcissistic leaders lead with vision as this type of leader understands the importance of big picture and they attempt to create them. Narcissistic leaders have the desire to be admired and the leaders are very skilful to deliver the speeches. Sometimes, narcissistic leaders cannot take the criticism and they brood over the topic endlessly. Narcissistic leaders have the inability to listen to the followers perfectly.
Mahathir Bin Mohamad has a healthy level of narcissism as he also has the set of values and he always rants his values to the followers. Mahathir has the tendency to create his own empire and he wants to leave a larger than life legacy. He is now 92 and still, he is the Prime Minister of Malaysia. During the election campaign, Mahathir Bin Mohamad once said that ‘this election is personal and I feel betrayed by him (Najib), I cannot help it’. When the opposition party stated him ‘corrupt’; he could not take the criticism. Mahathir showed the nature of narcissistic leaders by dismissing the tolerance or dissenting the opinions and he became abrasive with the voice of negative opinion.
Destructive leadership is repeated and systematic behaviour of a leader which may violate the legitimate interest of the support group by sabotaging or undermining the organisation’s goals, resources and tasks. According to Einarsen, Aasland & Skogstad (2016), there is a difference between the repeated systematic behaviour of the leaders and the isolated act of misbehaviour. The destructive leaders have the ability of strategic bullying, tyranny, abusive supervision, social undermining, coercive power and aversive leadership. Traditional leadership focuses on the positive aspects; however, in recent time there is a growing stream of facts which focus on destructive leadership. The outcome of destructive leadership can be detrimental to both followers and for the group. Destructive leaders fail to control their emotions and they get engaged in abusive supervision. As stated by Einarsen, Aasland & Skogstad (2016), toxic triangle factors of destructive leaders point out the interactions of three elements, destructive leaders, susceptible followers and conductive environment.
Mahathir Bin Mohamad actually follows authoritarian leadership and Mahathir has always believed only in the result. In the year 1980, Mahathir was deputy Prime Minister then; the cabinet approved a secretive tin market manipulation which would allow the government to conduct the tin and future dealings. Malaysia faced the loss of US$ 223 million.
Entrepreneurial leadership is associated motivating and organising a group of people to gain a common objective through innovation, taking advantages of opportunity and optimisation of risks and managing the dynamic environment through leadership capabilities (Covin & Slevin, 2015). Entrepreneurial leadership makes able to clearly articulate the ideas and the leaders can encourage communication to all level of team members. The entrepreneurial leaders mostly avoid generalisation and ambiguities and this leadership style is fruitful for misunderstanding and conflict. Entrepreneurial leaders mainly have the clear vision and the leaders show supportive nature to the followers. Entrepreneurial leaders show the importance of reaction and initiative to provide support so that the team provides achievement to the goal. Entrepreneurial leaders share the success with the followers and the leaders have the beliefs within themselves which they induce to the followers.
The downfall of Razak was welcome for Mahathir as, under the Prime Ministership of Abdul Razak Hussein, Malaysia saw the corruption. Mahathir’s victory over Abdul Razak was seen as the victory over the corruption. Mahathir fulfilled his promise what he had averred during his campaign. Mahathir showed his vision to mitigate the corruption and made Malaysia an economic independent country. Mahathir is a highly capable to reform the politics to unleash Malaysia’s full economic potential. Mahathir like an entrepreneurial leader creates an atmosphere to have the conducive growth for Malaysian development and economy (Myasiatatler.com, 2018). Mahathir shows the perseverance and he does not know the word ‘quit’ until he can achieve something.
Ethical leadership is about showing the values and morals in a management position and an ethical leader always exhibits certain characteristics, values and morals to the works focusing on the needs and rights of the employees. As stated by Shapiro & Stefkovich, (2016), ethical leaders show the basic responsibilities and obligations towards showing the good examples and standard for making the expectations clear. An ethical leader always knows the right thing to define what is right and the leaders truly believe what they are doing even if the people find it unprofitable and unpopular. Ethical leaders show the characteristics of showing respect to followers and others and the ethical leaders are honest and loyal to the team. Ethical leaders mainly focus on teambuilding so that the leaders can bring value-driven decision-making along with setting the leadership by examples.
Mahathir Bin Mohamad is known for punctuality and he admires Japanese work culture. Mahathir brought the work culture within the Malaysian government and Mahathir always tries to reach that position of ‘developed country’ tag for Malaysia. Mahathir said ‘If you are chasing someone who is in front of you and you are running slower than the person, can you catch up?’ (Thestar.com.my, 2018). Mahathir demonstrates enormous commitment towards action-oriented work and he asks the followers to have passive job-relevant knowledge. Mahathir shows the ethical commitment to encourage the initiative so that the countrymen can flourish and thrive.
Leadership development means to actions which improve the abilities, skills and confidence of the leaders. Leadership development programmes vary massively in cost, complexity and style of coaching. Leadership can be developed through mentoring and coaching which are two basic forms of development often used to develop the leaders (Wagner, 2016). The success of the leaders is followed through the quality of the leadership programme and level of acceptance and support from the superiors. In addition, leadership development can also happen through the experience of the leaders. The critiques presented the idea that there is a distinction between leader development and leadership development as the former used to refer to the development programme of individuals and the latter on the collective functions. Leadership development is the process in succession of leadership which aims to provide high-calibre to the leaders.
Mahathir Bin Mohamad has been going through the leadership development stages. In the year 1964, Mahathir was elected as a member of UNMO and he was expelled from UNMO in the year 1969. During that the period, he developed himself as a leader and in the year 1976, he became the Deputy Prime Minister of Malaysia as he re-elected to Parliament in 1974 (Alzajajeera.com, 2018). At the age of 56, he became the Prime Minister for the first time. The leadership development of Mahathir was clear in the political journey as he gained experience with time showing the leadership potential by winning five consecutive general elections.
Participative leadership involves all the followers and team members to identify significant goals to develop the strategies and procedures to achieve the goal. Participative leadership relies primarily on functioning inviting inputs from the followers in the decision-making process. Participative leaders always ask the members of the team to participate in the future course of actions and the majority’s decision is taken as the objectives. According to Lam, Huang & Chan (2015), in participative leadership, the leaders motivate the followers to get mentally and physically involved in the group situations so that the followers can provide ideas and opinions. Participative leadership style is suited for any situation where the leaders want any kind of amendment or change to achieve the support to the subordinates.
Mahathir Bin Mohamad tweeted once that ‘for a dictator, I am a good listener’; therefore, Mahathir Bin Mohamad always prefers to listen to his teammates in taking any future decision. Mahathir likes to listen to any youthful voices and this important trait helps home to become the formidable leader in Malaysia. During the discussion with the teammates, Mahathir keeps his claim to answer the questions on economy and politics.
Public sector leadership is important as it influences the job performance and the satisfaction of the employees. Public sector leaders check how the public and government agencies perform for the service to the common people (Van Dooren, Bouckaert & Halligan, 2015). Public sector leaders are critical for good public governance as their roles are associated with the transparency, efficiency, planning and accountability. Public sector leaders face different challenges to deliver public services from the procedures, rules and processes. Public sector leaders prone to follow the rules and procedures which provide clear direction about the way things are to be done.
As a public sector leader, Mahathir showed his potential to manage all the public sector offices which provide services to the people. Government’s subordinates committed corruption during the reign of Najib, however, Mahathir promised to fight against corruption by setting up the team named Malaysian Anti-Corruption Commission and this team checks the corruption in Public sectors. The public sectors of Malaysia have to follow the procedures, processes and rules set by the government.
Responsible leadership is making sustainable business decisions that must follow the interests of the stakeholders like the followers, environment, new generations and the community people. Responsible leadership mainly follows the sustainability and development of the team and the group. In recent time, political leaders and the business leaders now recognise the needs for the CSR and sustainability. Five dimensions of responsible leadership are the awareness of the social and environmental context, vision to improve the planet and country towards better, imagination of a condition that grandchildren may live well, taking responsibility of ensuring that the group and common people do not influence on the society, finally, taking action to contribute to building the societal environment to fight against the risks (Doh & Quigley, 2014).
Mahathir Bin Mohamad follows the Sustainable Development Goals (SDG) to achieve the objectives with 2030. In the year 2018, SDG score of Malaysia is 70 as it is ranked 55th out of 156 countries. Mahathir Bin Mohamad sets the target of progressing towards reducing the poverty level in Malaysia. The remarkable shift started with New Economic Policy as Mahathir asked to restructure the society. Malaysia aligns SDG programme with 11th Malaysian plan which may enrich SDG facets of Malaysia (Thestar.com.my, 2018).
Servant leadership is the set of practices which may enrich the lives of the people to build a better society and this leadership ultimately creates more just caring world. Robert K Greenleaf coined the word ‘Servant Leadership’ in the year 1970. Servant leadership concept starts with a natural feeling that one wants to serve and servant leadership focuses on the growth and well-being of the common people along with communities (Liden et al., 2014). Traditional leadership is associated with accumulation and exercise of power at the ‘top of the pyramid’.
Servant leaders have the values and vision of the big picture so that the leaders can accomplish each of the team members. Servant leaders set the direction for the people to get the work done. Having the direction, the people can work productive way to accomplish the work. It is not enough to just have the direction and vision, the leaders need to persuade the followers to understand, believe and see the vision (Liden et al., 2014). The servant leaders provide support to the people with setting up the real priorities. An effective servant leader can see the chance to grow in an individual.
Mahathir Bin Mohamad is truly a follower of the servant leadership as Mahathir is Mahathir believes that great ideas need landing gear along with wings. Mahathir helps the followers and the ministers of Malaysia to develop their capabilities and express their potential. Mahathir gives challenges to the ministers so that the ministers learn something new (Aljazeera.com, 2018). Mahathir also appreciates the ministers in the cabinet and he always provides respect and recognition. Like a true servant leader. Mahathir likes to share the power and he puts needs of others.
Transformational leadership causes changes in society and an individual. Transformational leadership creates the positive change in the followers so that the end goal can be reached easily. Transformational leadership follows authentic form to enhance the morale, motivation and performance of the followers through a different mechanism (Donohoe & Kelloway, 2016). Transformational leadership is included connecting the follower’s self and identity to the collective identity of the group. The leader plays the role model for the team members that inspire the followers. The transformational leader provides a challenge to the followers so that the followers can take great ownership.
Mahathir Bin Mohamad shows the behaviour which gives meaning and challenge to the followers’ work. Mahathir Bin Mohamad shares the characteristic of inspirational motivation for the followers as he articulates the expectations to the overall goal which arouse the team spirit via optimism and enthusiasm (thestar.com.my, 2018). Mahathir always shares his vision towards making the future of Malaysia so that the followers can watch the same vision. Mahathir also shares his idealised influence as it comes from respect, trust and admiration to the followers. Mahathir is now creating the vision and influences the follower for 2020.
References
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Brtitannica.com. (2018). Muhammad Bin Mohamad. Retrieved from: https://www.britannica.com/biography/Mahathir-bin-Mohamad
Chong, A., & Balakrishnan, K. S. (2016). Intellectual iconoclasm as modernizing foreign policy: the cases of Mahathir bin Mohamad and Lee Kuan Yew. The Pacific Review, 29(2), 235-258.
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