Strategic Leadership, Operational Excellence and Organizational Performance: A Lesson from Japanese Company in Malaysia
Normy Rafida Abdul Rahman1, Siti Fatimah Abdul Rahman2, Abdul Malek Yaakob3, Ridzuan Masri4, Suriana Ramli5, Zairina Ibrahim6
1Normy Rafida Abdul Rahman, Faculty Business Management and Professional Studies, Management and Science University, Selangor.
2Siti Fatimah Abdul Rahman, Faculty Computer Science and Mathematics, UiTM Perlis Branch, Perlis.
3Abdul Malek Yaakob, School of Quantitative Sciences, University Utara Malaysia, Kedah.
4Ridzuan Masri, School of Business and Law, International University of Malaya – Wales, Kuala Lumpur.
5Suriana Ramli, Faculty Business Management and Professional Studies, Management and Science University, Selangor.
6Zairina Ibrahim, Information Technology and Innovation Center, Management and Science University, Selangor.
Manuscript received on 26 June 2019 | Revised Manuscript received on 09 July 2019 | Manuscript Published on 17 July 2019 | PP: 291-295 | Volume-8 Issue-2S July 2019 | Retrieval Number: B10420782S19/2019©BEIESP
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: This paper focuses on the strategic leadership practices (SL) and Operational Strategy (OE) on XYZ Japanese automobile company and how it can give impact on Organizational Performance (OP). Since the mid-1980s a growing body of research on leadership has focused on strategic leadership, in contrast to managerial and visionary leadership. It focused on how leaders make decisions in the short term that guarantees long-term viability of the organisation. Specifically, this contribution addresses two issues including (1) the relationship between SL towards OP and (2) the relationship between OE and OP. This study was conducted in one of the Malaysia’s Japanese Automobile company located in Klang Valley, Selangor. This quantitative research according to its purpose and data collection method. The groups of employees from Senior Executive and above were reviewed. Around 200 questionnaires that were distributed, 51 usable questionnaires were returned, a respond rate of 25.5%. The finding reveals that the SL and OE have a significantly direct effect on OP. Accordingly, the study provides several recommendations that included the need for Top Management Team as participants, different methodology used and so on, in order to achieve the best response to the needs and wishes of the Senior Executive and above in Malaysia particularly to increase their contribution to the achievement of SL and OS to raise the level of their OP as a whole.
Keywords: Strategic Leadership, Operational Excellence, Organisational Performance.
Scope of the Article: Performance Evaluation of Networks