ISSN: 2222-6990
Open access
In the field of management, leadership styles and organisational commitment are significant subjects to investigate. The purpose of this research is to look at the leadership styles and organisational commitments of medical practitioners in Melaka's State Health Department (Jabatan Kesihatan Negeri Melaka (JKNM)). The study looked at the most prevalent leadership styles as well as the different types of organisational commitment among JKNM's medical practitioners. The study employed a qualitative approach to collect data through 10 in-depth interviews with purposively selected medical practitioners. The Nvivo 12 software was used to analyze the interview transcriptions and define the emerging themes and codes. The results indicate that four major themes, namely, vision, commitment, attitude, and leadership style were crucial toward these findings. The findings added to the expanding body of knowledge in terms of establishing the leadership context (autonomy, commissioning, and personalization), as well as providing possibilities to embed leadership styles and organisational commitments in the healthcare sector. This enhanced the significance of the findings and is crucial in closing the gap in the sluggish growth of research on leadership styles and organisational commitments in the healthcare industry.
Abasilim, U. D., Gberevbie, D. E., & Osibanjo, A. (2018, October). Canonical analysis of perceived leadership styles and employees’ commitment in Nigeria. In ECMLG 2018 14th European Conference on Management, Leadership and Governance (p. 317). Academic Conferences and publishing limited.
Akinbode, G. A., & Fagbohunde, O. B. (2012). Leadership and Organisational Factors as Predictors of Employees Organisational Commitment in Nigeria: An Empirical Analysis. Business and Management Research, 1(2), 69-87.
Ayd?n, B. (2018). The role of organizational culture on leadership styles. MANAS Sosyal Ara?t?rmalar Dergisi, 7(1), 267-280.
Babbie, E. (1990). Survey Research Methods (2nd ed.). California: Wadsworth Inc.
Blank, S. (2019). Managing organizational conflict. McFarland.
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis. Journal of applied psychology, 89(5), 901.
Braveman, P. (2006). Health disparities and health equity: concepts and measurement. Annu. Rev. Public Health, 27, 167-194.
Brown, T., Williams, B., & Jolliffe, L. (2014). Leadership style preference of undergraduate occupational therapy students in Australia. Hong Kong Journal of Occupational Therapy, 24(1), 35-42.
Cardinal, L. B., Kreutzer, M., & Miller, C. C. (2017). An aspirational view of organizational control research: Re-invigorating empirical work to better meet the challenges of 21st century organizations. Academy of Management Annals, 11(2), 559-592.
Chen, S. Y., Wu, W. C., Chang, C. S., Lin, C. T., Kung, J. Y., Weng, H. C., ... & Lee, S. I. (2015). Organizational justice, trust, and identification and their effects on organizational commitment in hospital nursing staff. BMC health services research, 15(1), 363.
Cohen, L., Manion, L., & Morrison, K. (2000). Research methods in education [5th ed.] London: Routledge Falmer. Teaching in Higher Education, 41, 21.
Cooper, D. R., & Schindler, P. S. (2014). Business Research Methods. The McGraw? Hill Companies.
Creswell, J. W., & Clark, V. L. P. (2017). Designing and conducting mixed methods research. Sage publications.
Dudek-Shriber, L. (1997). Leadership qualities of occupational therapy department program directors and the organizational health of their departments. American Journal of Occupational Therapy, 51(5), 369-377.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.
Elrehail, H., Emeagwali, O. L., Alsaad, A., & Alzghoul, A. (2018). The impact of transformational and authentic leadership on innovation in higher education: the contingent role of knowledge sharing. Telematics and Informatics, 35(1), 55-67.
Emery, C. R., & Barker, K. J. (2007). The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. Journal of Organizational Culture, Communication and Conflict, 11(1), 77-90.
Fang, C. H., Chang, S. T., & Chen, G. L. (2009). Applying Structural Equation Model to Study of the Relationship Model among leadership style, satisfaction, Organization commitment and Performance in hospital industry. In 2009 International Conference on E-Business and Information System Security.
Fink, A. S. (2000). The role of the researcher in the qualitative research process. A potential barrier to archiving qualitative data. Forum: Qualitative Social Research, 1(3), Art. 4.
Gottfredson, R. K., & Aguinis, H. (2017). Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms. Journal of Organizational Behavior, 38(4), 558-591.
Goh, Y. V., & Soutar, G. (2005). The role of ethical behaviours in the relations between leadership styles and job performance. In The Role of Ethical Behaviours in the Relations between Leadership Styles and Job Performance (pp. CR-24). Promaco Conventions Pty. Ltd.
Guba, E. G., & Lincoln, Y. S. (1994). Competing paradigms in qualitative research. Handbook of qualitative research, 2(163-194), 105.
Kelly, S., & MacDonald, P. (2019). A look at leadership styles and workplace solidarity communication. International Journal of Business Communication, 56(3), 432-448.
Kvale, S., & Brinkmann, S. (2009). Interviews: Learning the craft of qualitative research. California, US: SAGE, 230-243.
Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. (2006). A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resources Management, 25(1), 217-271.
Lincoln, A., & Keller, H. (2018). Building Teams, Adaptive and Situational Leadership, and Leadership Power. Boston Academic Publishing.
Linehan, P. M. (2017). The Culture of Leadership in Contemporary China: Conflict, Values, and Perspectives for a New Generation. Lexington Books.
Lo, M. C., Ramayah, T., Min, H. W., & Songan, P. (2010). The relationship between leadership styles and organizational commitment in Malaysia: Role of leader-member exchange. Asia Pacific business review, 16(1-2), 79-103.
Morrow, S. L. (2005). Quality and trustworthiness in qualitative research in counseling psychology. Journal of Counseling Psychology, 52(2), 250.
Morrow, S. L., & Smith, M. L. (2000). Qualitative research for counseling psychology. Handbook of counseling psychology, 3, 199-230.
Nasurdin, A. M., Ahmad, H. N., & Razalli, A. (2014). Politics, Justice, Stress, And Deviant Behaviour in Organizations: An Empirical Analysis. International Journal of Business & Society, 15(2).
Nugus, P., Ranmuthugala, G., Lamothe, J., Greenfield, D., Travaglia, J., Kolne, K., ... & Braithwaite, J. (2018). New ways to get policy into practice. Journal of health organization and management, 32(6), 809-824.
Othman, J., Mohammed, K. A., & D'Silva, J. L. (2013). Does a transformational and transactional leadership style predict organizational commitment among public university lecturers in Nigeria?. Asian Social Science, 9(1), 165.
Patton, M. Q. (2014). Qualitative research & evaluation methods: Integrating theory and practice. Sage publications.
Peachey, G. A. (2002). The effect of leader empowering behaviours on staff nurses workplace empowerment, psychological empowerment, organizational commitment, and absenteeism (Doctoral dissertation).
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107-142.
Rad, A. M. M., & Yarmohammadian, M. H. (2006). A study of relationship between managers' leadership style and employees' job satisfaction. Leadership in Health Services.
Rehman, S., Shareef, A., Mahmood, A., & Ishaque, A. (2012). Perceived leadership styles and organizational commitment. Interdisciplinary Journal of Contemporary Research in Business, 4(1), 616-626.
Reiter-Palmon, R., & Illies, J. J. (2004). Leadership and creativity: Understanding leadership from a creative problem-solving perspective. The Leadership Quarterly, 15(1), 55-77.
Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons.
Snodgrass, J., Douthitt, S., Ellis, R., Wade, S., & Plemons, J. (2008). Occupational therapy practitioners' perceptions of rehabilitation managers' leadership styles and the outcomes of leadership. Journal of Allied Health, 37(1), 38-44.
Silverman, D. (2013). Doing qualitative research: A practical handbook. SAGE publications limited.
Stockdale, J., & LeMay, S. G. (2001). U.S. Patent No. 6,251,014. Washington, DC: U.S. Patent and Trademark Office.
Voon, M. L., Lo, M. C., Ngui, K. S., & Ayob, N. B. (2011). The influence of leadership styles on employees’ job satisfaction in public sector organizations in Malaysia. International Journal of Business, Management and Social Sciences, 2(1), 24-32.
Walliman, N., & Walliman, N. (2010). Research Methods: The Basics. Taylor and Francis.
Yiing, L. H., & Ahmad, K. Z. B. (2009). The moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance. Leadership & Organization Development Journal, 30(1), 53-86.
Yin, R. K. (2017). Case study research and applications: Design and methods. Sage publications.
Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Acad Manage Perspect, 26, 66-85.
In-Text Citation: (Govindasamy et al., 2021)
To Cite this Article: Govindasamy, P. A., Wahat, N. W. A., Idris, K., & Alias, S. N. (2021). Leadership as a Vehicle for Organisational Commitment across the Malaysian Health Sector: A Medical Practitioner’s Perspective. International Journal of Academic Research in Business and Social Sciences, 11(8), 1029-1046.
Copyright: © 2021 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode