The International Journal of Professional Management - ISSN 20422341
Relationships between Leadership, Organisational Commitment and Performance in VUCA: Malaysia Automotive Manufacturer Context
Volume 15, Issue 6, December 2020
Lee Hi Siong
DBA candidate (IPE, management school- Pole Paris Alternance) (Mantissa College), MA,
Master In Management (Asia e-University),
sphslee@yahoo.com
Dr Ian Mackechnie
Ph.D. in Business Management from Bulacan State University,
Master of Commerce from the University of Southern Queensland,
Bachelor of Arts (Honours) from Charles Sturt University,
Professor and Doctoral Thesis Supervisor, IPE Management School, Pole Paris Alternance
Abstract
Leadership is a major element that sets successful and unsuccessful organisations and governments apart. It plays a central role in offering direction and purpose towards achieving goals of the organisation (Schwartz & Tumblin, 2002).
Leaders must recognise and be prepared for the VUCA (Hall & Rowland, 2016) environment they are operating in . Organisations clearly need capable leaders who are ready to lead business growth, continuously drive efficiency and innovation while being positive models and advocates for organisation's philosophy, Mission & Vision (Banutu-Gomez, 2007).
Many researchers have discussed the relationship between leadership style, organisational performance, and organisational commitment. This research looks at the effectiveness of two types of leadership, transactional and transformational, in the VUCA world, and explores the relationship between leadership, organisational commitment and performance in the VUCA environment, in the automotive industry in Malaysia.
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