ISSN: 2226-6348
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This qualitative study aims to understand the practice of distributive leadership among senior university leaders and managers. The researcher utilized a non-experimental qualitative, grounded theory research design. Gordon's (2005) distributive leadership model based on four dimensions of mission, vision and organizational goals, organizational culture, leadership practices, and shared responsibilities has been a guide in developing research questions. A total of 12 respondents involved, which consist of the dean, deputy dean, and head of the department. The data was collected using interview techniques based on semi-structured questions. Interview data were analyzed through a systematic coding process to find categories or themes. Based on the analysis of these four themes, the highest themes that emerged consistently are organizational culture dimension, followed by vision, mission, and organizational goals dimension, followed by a shared responsibility dimension, and the least is the dimension of leadership practices. Therefore, distributive leadership based on sharing among organization members widely practiced. The exercise of academic freedom as a long tradition has been well absorbed by distributive leadership through a freedom opinion. The university's vision, mission, and goals were shared among members in the planning and executing of activities. The organization also provided leadership development and leadership opportunity for members. The existence of a formal structure in university leadership and management helped foster leadership sharing practices among organizational members. However, as a form of leadership based on shared activities, there are still rooms for improvements such as mutual trust, closeness, and sharing of responsibilities.
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In-Text Citation: (Musa et al., 2020)
To Cite this Article: Musa, K., Kin, T. M., Jamal@NordinYunus, Hamid, S. A., & Sedhu, D. S. (2020). Distributive Leadership in A Public University in Malaysia. International Journal of Academic Research in Business and Social Sciences, 9(1), 177–192.
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