Implicit Leadership Theories of Bruneians

Lim, Syamimi Ariff; Othman, Roslina; Zain, Ali Yusob Md; Pengiran, Dayangku Siti Rozaidah

doi:10.1080/10599231.2012.718674

Cited by 5 publications

(7 citation statements)

References 30 publications

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“…An imbalance arises when the act of maintaining harmony comes at the expense of transparency in processes and decisions made by leaders. This supports various other studies which theory and research describes East Asian cultures as valuing harmony and interdependence (see Oetzel & Ting-Toomey, 2003;Ting-Toomey, Oetzel, & Yee-Jung, 2001;Lim et al, 2012;Musa & Idris, 2020a, 2020bPehin Dato Musa et al, 2020). This study suggests that culture and religion can limit the ways we can be transparent.…”

Section: Discussionsupporting

confidence: 88%

Cultural Values and Its Influence on the Enactment of Leadership in Public Sector Organisations

Idris

2021

International Journal of Asian Business and Information Management

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This research contributes to our understanding of leadership in public sector organisations by examining the influence of national culture on the enactment of public sector leadership in the context of Brunei. It followed a qualitative interpretivist research approach employing semi-structured interviews involving public sector leaders in Brunei. This research contributes to existing debates that claim that public sector leadership is context specific and contingent upon cultural backgrounds and the national cultures of specific countries and emerging nations. The findings suggest national culture appear to have a constraining influence on public sector leadership, where tension exists between abiding to Islamic work ethics and cultural tribal activities, particularly relating to the issues of fairness and justice regarding recruitment, selection, and promotion.

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Section: Discussionsupporting

confidence: 88%

Cultural Values and Its Influence on the Enactment of Leadership in Public Sector Organisations

Idris

2021

International Journal of Asian Business and Information Management

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“…ILTs also define leaders as effective and ineffective, but this is done in terms of first, prototype and anti- prototype and adding traits for ineffective leaders and second, in terms of the effect of followers who rely on their cognitive schema to judge whether someone deserves to be considered a leader. When leaders are perceived as conforming to this ILT, they are seen as leaders, and followers accept their influence (Lim et al , 2012).…”

Section: Reasons and Evidencementioning

confidence: 99%

Implicit leadership theory: principals' sense-making and cognitive complexity

Da’as

Schechter

Qadach

2021

IJEM

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PurposeThis conceptual paper explores a novel model explaining teachers' perceptions of their effective leader through the lens of implicit leadership theory (ILT), using the concepts of school principals' sense-making and cognitive complexity (CC).Design/methodology/approachThe sense-making framework and CC theory were used to explain ILT, which focuses on individuals' perceptions of leaders' prototypical and anti-prototypical attributes.FindingsThe theoretical model suggests that school principals as sense-makers with high levels of CC will be perceived by teachers as effective in terms of leadership prototypes, whereas teachers' perceptions of principals with low levels of CC will be related to leadership anti-prototypes.Research limitations/implicationsThis paper suggests a model for a multidimensional understanding of the relationship between principals' sense-making and CC and their influence on teachers' perceptions of an effective leader.Originality/valueOpening avenues for future research into employee perceptions of different leadership characteristics, this model emphasizes the cognitive aspects of school principals within implicit leadership theories. This theoretical model should be further examined empirically, and other types of CC, such as social and behavioral aspects, or affective complexity and self-complexity, should be considered.

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“…A good leadership skill can also incite extrinsic motivation; this is when the leader showcases positive and encouraging behaviour while creating a rapport with their subordinates (Lim et al, 2012a). It aims to instigate personal growth and development of the individuals; as a result, it increases work productivity (Rino et al, 2020).…”

Section: Environment-person Fit Theory In Slaughterhousesmentioning

confidence: 99%

“…The characteristics of the two owners' leadership styles are parallel to Low (2008) description of the father leadership way or human relations leader where the employer focuses on the needs of the employees and seeks the importance of building relationships between employer and employee. Whereas, democratic leaders focus on building participation and cooperation for shared purpose where the employer facilitates collective decision making and offering support and choices (Lim et al, 2012b;K. C. P. Low, 2011;P.…”

Section: Motivating Factors At the Slaughterhousesmentioning

confidence: 99%

Effects of Training and Motivation Practices on Performance and Task Efficiency

Abas

Yussof

Yusra

et al. 2021

International Journal of Asian Business and Information Management

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This paper solely focuses on the two Brunei halal meat slaughterhouses and offers suggestions on how these findings can translate into considerations for the halal industry in Brunei. In Islamic law, dhabīḥah is the prescribed method of ritual slaughter of all lawful halal animals. This method of slaughtering lawful animals has several conditions to be fulfilled. This method requires proper training and mindset in order to be carried out correctly. This research is explorative using qualitative primary data collection through the use of interviews. The participants comprise slaughterhouse employees using a purposive sampling method. The intent is that this research adds to the body of literature seeking to understand the complexities of training and motivation in meat slaughterhouses and offer insight on the complexities between training, motivation, and performance. It also identifies how differences in organisational structure can impact the approach to the training and employee motivation approaches.

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Implicit Leadership Theories of Bruneians

Cited by 5 publications

References 30 publications

Cultural Values and Its Influence on the Enactment of Leadership in Public Sector Organisations

Cultural Values and Its Influence on the Enactment of Leadership in Public Sector Organisations

Implicit leadership theory: principals' sense-making and cognitive complexity

Effects of Training and Motivation Practices on Performance and Task Efficiency

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