Business Admin

1. INTRODUCTION

1.1 Definition of Leadership

What is leadership? There are many diverse definitions of leadership. For perspective, the following are some definitions; -

a) Peter Drucker has defined the leadership as "someone who has followers."",

b) John C Maxwell defined his definition of leadership as "leadership is influence - nothing more, nothing less."",

c) Nathan F. Iannone defined the leadership as "the art of influencing, directing, guiding, and controlling others in such a way as to obtain their willing obedience, confidence, respect and loyal cooperation in accomplishment of an objective."

d) The Roman Catholic Diocese of Rochester defined their leadership as "the process of influencing the behavior of other people toward group goals in a way that fully respects their freedom."",

However, in common approaches a "leader" means a person who has the ability to give guidance and to influence his or her followers. He or She also has vision that is well communicated, setting up trust among the followers, and to take effective actions to complete or fulfill the mission set.

1.2 Type of Leadership Style

There are 3 types of leadership styles: -

(1) Autocratic

This style is applied when a leader tells the subordinates what is the leader wants and how the leader wants it to be done, without getting the advice from the subordinates. Some of the appropriate conditions to use it when a leader has all the information to solve the problem, but are short on time, and the subordinates are well motivated.

Some may think this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. However, the author would like to emphasise in here that this is not an autocratic style; it is rather an abusive or unprofessional style, which called bossing people around.

(2) Democratic

This style is applied when a leader having decision making process (determining what to do and how to do it) with involves one or more subordinates. However, the leader will maintain the final decision making authority. More appropriate conditions to use in this style are when a leader has part of the information and the subordinates have other parts.

Please note that a leader is not expected to know everything. This is why a leader need employ knowledgeable and skillful subordinates. Leader who applied this style is not a sign of weakness; it is rather a sign of strength that will respect from the subordinates. On top of that a leader who using this style will gain a mutual benefit. I.e. it allows the subordinates to become part of the team and allows the leader to make better decisions.

(3) Laissez-Faire

This style is applied when a leader allows the subordinates to make the decision. However, the leader is still responsible for the decisions that are made.

This style is normally used when the subordinates are able to analyse the situation and determine what needs to be done and how to do it. It is impossible for a leader to perform everything. As such, the leader needs to set priorities and delegate certain tasks to the subordinates.

This is not a style to allow a leader to make the blame to the subordinates when things go wrong. Instead that, this style is to be used when a leader has full trust and confidence to their subordinates. However, the leader need applied this style wisely.

In author opinion, there is no "best" style of leadership. A good leader will apply all these three styles, depending on what forces are involved between the subordinates, the leader, and the situation. Some examples include:

a) Using an autocratic style to a new subordinate who is just learning the job. The leader is competent and a good coach. The subordinate is motivated to learn a new skill. The situation is a new environment for the subordinate.

b) Apply the democratic style with a team of the subordinates who know their job. The leader knows the problem, but does not have all the information. The subordinates know their jobs and want to become part of the team.

c) Apply the laissez-faire style with the subordinate who knows more about the job than the leader. As mentioned earlier, a leader cannot do everything! The subordinates need to take ownership of their job. Also, the situation might call for a leader to be at other places, doing other things.

2. BIOGRAPHY OF Y.B. TUN DR LING LIONG SIK

2.1 Background

Y.B. Tun Dr Ling Liong Sik is the former Malaysian cabinet minister that he administered as the Ministry of Transport. He is also the former President of the Malaysian Chinese Association (MCA), the second largest political party in Malaysia and Barisan Nasional Parliamentary coalition.

He was born in Kuala Kangsar, Perak 1943. He graduated as a medical doctor from University of Singapore and set up his practice in Penang during year 1966.

He was elected as Member of Parliament (MP) for Mata Kuching constituency in year 1978 and 1982 general elections. He subsequently being elected as MP for Labis constituency in 1986 general election and successfully defended his position in the 1990, 1995 and 1999 general elections.

After winning the general elections in 1986, he was promoted to become a full-fledged minister and holding the position until May 2003. Prior to that, he was appointed and had held the following positions: -

a) Parliamentary Secretary to the Ministry of Local Government and Federal, Territory,

b) Deputy Information Minister,

c) Deputy Finance Minister and

d) Deputy Education Minister

In year 2003, Y.B Tun Dr Ling decided to step down as MCA party President after 17 years in office, making him be one of the longer-serving leaders in MCA party history. On his retirement, he was awarded Malaysia's highest honor, which entitle him to the title "Tun" from his original "Datuk Seri".

After his retirement,