Latifah Abdul Latif
School of Social Sciences, Universiti Sains Malaysia, 11800 Penang, Malaysia

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

Leading Beyond Leadership Stereotypes: Adaptive and Inclusive Leadership Among Women Leaders in Malaysian Research Universities Latifah Abdul Latif; Mohamad Shaharudin Samsurijan; Paramjit Singh Jamir Singh
Asian Social Work Journal Vol 11 No 2 (2026)
Publisher : Asian Social Work Journal

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47405/aswj.v11i2.396

Abstract

Despite the increasing participation of women in the academic workforce, they remain underrepresented in senior leadership positions within higher education. Existing research has largely focused on gender inequality, barriers to career advancement, and women's representation in leadership, while comparatively little attention has been given to how women leaders are perceived by their subordinates. This study explores how academic and administrative personnel perceive the leadership practices of women leaders in Malaysian research universities and examines how these practices contribute to organisational effectiveness. Guided by Leadership Styles Theory and the Capability Approach, the study adopted an interpretive qualitative design. Semi-structured interviews were conducted with 12 academic and administrative personnel who had direct experience working under women leaders in senior academic and administrative positions. The interview data were analysed using reflexive thematic analysis supported by NVivo software. The findings revealed that women leaders adopted multiple leadership styles rather than relying on a single dominant approach. Transformational and democratic leadership emerged as the most prominent styles, characterised by mentoring, collaboration, empowerment, participation, and open communication. Transactional, autocratic-directive, and laissez-faire leadership behaviours were employed selectively in response to organisational accountability, crisis management, and professional autonomy. Overall, the findings demonstrate that women leaders practise adaptive and inclusive leadership by balancing relational and strategic leadership behaviours to foster employee development, trust, engagement, and organisational commitment. The study extends current understanding of women's leadership by showing that leadership effectiveness is context-dependent rather than inherently gendered and by highlighting the importance of subordinate perspectives in explaining adaptive leadership within Malaysian research universities.
Women’s Leadership in Malaysian Research Universities: An Integrated Review of Leadership Styles, Gender and Capability Development Latifah Abdul Latif; Mohamad Shaharudin Samsurijan; Paramjit Singh Jamir Singh
Asian Social Work Journal Vol 11 No 2 (2026)
Publisher : Asian Social Work Journal

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47405/aswj.v11i2.397

Abstract

Women remain underrepresented in senior leadership positions in higher education despite their growing participation in academic and professional roles. This conceptual paper examines women’s leadership in Malaysian research universities by integrating leadership-style theories, gender and leadership scholarship and the Capability Approach. The discussion considers transformational, democratic, transactional, directive and laissez-faire leadership and evaluates their relevance to the complex institutional demands of higher education. The review indicates that effective women’s leadership should not be reduced to a single or inherently feminine style. Transformational and democratic practices can strengthen participation, trust, professional development and shared governance, while transactional and directive practices remain important for accountability, performance management and crisis response. Selective use of laissez-faire leadership may also support professional autonomy among experienced academic and administrative staff. The Capability Approach extends the assessment of leadership beyond institutional performance by emphasising agency, opportunity, participation and human development. The paper argues that leadership effectiveness in Malaysian research universities depends on the adaptive integration of these approaches in response to organisational circumstances. It highlights the need for mentoring, inclusive decision-making, professional networks, leadership development and gender-equitable institutional structures that enable women leaders and their staff to develop their capabilities and contribute meaningfully to institutional goals.