Managerial Leadership in Asia (MLA864)
October 2018 [Case Study]
RODZIAH AHMAD _ M70209180012
CASE STUDY -Hofstede’s Cultural Dimensions
Required
a) Based on your assessment of the four cultural dimensions data for Malaysia, determine
the strengths and weaknesses in the context of management and leadership.
ANSWER:
Hofstede’s Culture Dimension
1. Power Distance Index: As
the PDI in Malaysia is high,
leaders want to be recognized
and distinguished from their
followers. Even though the
salary or pay is not much
difference from the one step
lower ranked, they want a title
for them to mark some mutual
respect for his position.
An example of high PDI, a
designated car park, room, job
title to show they have more
authority or power than their
subordinates.
CONFIDENTIAL
Strengths Weaknesses
It will be easier to recognize a
Too much position needs to
leader or manager. be A addressed in an
hierarchy in organization will
organization. For example,
show who is more responsiblewhen we have Deputy
on one matters and followersPresident to assist President,
easily knew who they should there will be another few posts
report to. of Vice Presidents, under the
Deputy. Whilst the all deputy
A proper designated job can or vice should assist president
be divided among leaders/ to manage the organization.
managers and each of them
knows their scope and Another example when we
limitation of work. have Chief Executive Officer
and/or Managing Director we
have another Chief Operating
Officer to man the overall
operation of a company, Chief
Risk Officer just to look into
risk management and Chief
Financial Officer to control the
overall financial activity.
For a company, it will incurred
higher managing cost with this
higher ranked post, whereas
you may just need Senior
Managers to man each
section and report to
CEO/MD.
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Managerial Leadership in Asia (MLA864)
October 2018 [Case Study]
RODZIAH AHMAD _ M70209180012
2. Individualism. Low
individualism in Malaysian
organization context simply
implies that Malaysian are
collectivism. They are likely to
be grouped together and are
integrated. They do not mind
to wear uniforms despite of
their rank.
3. Masculinity. An average
MAS index shows that
Malaysian accepting women
leaders/ managers. There are
not clear of gender bias in
terms of selecting
leader/manager.
As a multi-cultural society, it is
important for Malaysians to
have low individualism but
higher collectivism. They need
to work in a harmony
organization.
This will further reduce the
management cost in terms of
security. Leaders/ managers
are concerned about their
followers/ subordinate. Their
teamwork will support the
success of the organizations.
In selecting leader/manager,
gender does not place a top
role. Malaysians easily
accepting a leader/manager
even though a lady manager
managing a group of men.
This will be less problem for
an organization to elect the
leader or manager. As long as
the scope of work is achieved,
a lady may become a
manager/leader.
Generally, a lady leader is
more scrutinized in her works
and some overlooked matters
may be identified by her. For
management, this will create
more trustworthiness towards
the leader.
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CONFIDENTIAL
Collectivism leads to a strong
employee union that may
affect management cost
particularly on the employee
rights.
It will also be very difficult for
managers to lay off
unproductive employee and
management need to undergo
series of unnecessary
procedures to lay off staffs,
which incurred cost.
Not only it will be a waste of
operational hours, but it will
affect the managers
emotionally.
Some scope of work has
limitations as to gender.
Though lady leaders may
stand on their own, naturally
they still need to be protected
by men.
It could be a weakness in
having average masculinity,
Malaysians generally
overlooked on the safety
issues on the lady leaders/
managers.
It will be more difficult if the
lady leader are more on the
family-bonded type of person,
it may be difficult for the
person to lead her team.
Managerial Leadership in Asia (MLA864)
October 2018 [Case Study]
RODZIAH AHMAD _ M70209180012
4. Uncertainty Avoidance
Index. A moderate-low index
for Malaysia suggested that
the society has a tolerance for
uncertainty and ambiguity.
The society accepts and feel
comfortable in unstructured
situations or changeable
environment and try to have
as few rules as possible.
People in this culture tends to
be more pragmatic and
tolerance of change.
CONFIDENTIAL
Few rules and regulations are Researchers found that
required to manage or lead customers’ trust are rather low
the organization. in society with low index in
high loyalty in high index
Less formality in this culture in society. With moderate-low
their interaction with others index, Malaysian organization
would open-up subordinates can predict their customers
to voice out their opinion to will have only a little loyalty on
leaders or managers. At the their organization or product.
same time, managers and They must put more effort to
leaders may have a good gain customers’ trust
bonding with subordinates to especially for export markets.
give instructions and follow
the orders without resistance. People in moderate-low
uncertainty acceptance index
Standard of procedures may tend to change their job but
change easily in this probability is not very high.
moderate-low society and it Managers and leaders may
will make the society progress predict that a small
with changes of environment. percentage of sub-ordinates
or followers tend to leave the
Rules and supervision are group, but it may not easy for
required minimally which them too. After some years of
provide subordinates a room experience, organization may
to be creative in achieving loose their best talent if they
organization goals. are not compensate well.
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Managerial Leadership in Asia (MLA864) CONFIDENTIAL
October 2018 [Case Study]
RODZIAH AHMAD _ M70209180012
b) What would be the best approach (in terms of focus) for managers/leaders in
Malaysia?

ANSWER:
The best approach is to select a leader that is easily identified by giving the person of a
certain post to show that he or she is in charge. The leader must be differentiated from
the followers. Give the manager/leader minimum rules and regulations to allow some
room for he/she creates his/her own leadership creativity to reach the organization goals.

The selected leader must be accepted by all race in the organizations to achieve more
power and gain more respect from their sub-ordinate / followers. The support that he/she
received from the subordinate/followers may lead the subordinates’ energy to focus in
achieving their organization goals.

It is not difficult to select a leader in Malaysia as the society is not a gender bias in terms
of obeying their leaders. Organization may focus on the leader performance despite of
the gender.

To conclude, a good leader in Malaysia is acceptable by the multi-racial society, has a

creative leadership style with minimum supervision as he/she gain the trust and respect
from his/her people and organization may focus on the goal and objectives.

*** END OF QUESTION PAPER ***